Towards Pride-ful Workplaces

I visited Kolkata for Durga Pujo this year. I was delighted to see the creativity and hard work of the local artisans; hopping from one Pujo pandal to the other, their themes and installations can really surprise you (and of course, enchanting you). And when I say surprise, I really mean surprise. At the Nalin Sarkar Street pandal, I saw different religious faiths being represented at an apparently Hindu festival. My biggest surprise came when I landed at Dum Dum Park’s Pujo in North Kolkata. The first visual cue was a wall of rainbow-coloured kites. As we walked further into the pandal, we saw a sculptor of a child, locked inside a home, while being rebuked for being ‘girly’. Inside the main tent, a sculptor of a fairy was shown as breaking away from a cage, while pride masks hung all around. The idol of Durga was depicted as androgynous, as a mix of both Durga and Krishna. It was mounted on a rainbow-coloured hallow, connoting all the colours of Pride. The most striking detail was the third eye over the idol, with trans-women dancing.

As I let the Pandal fill me up, I realized that this was the first time I was witnessing a religious event/ gathering/ installation with a LGTBQIA++ theme. The Pandal was full and those who could not understand the LGBTQIA++ symbols depicted in the pandal turned to their friends and family to find more. And in this way, in the unlikeliest of places, thousands of people, for those 10 days of Durga Pujo were conversing on LGBTQIA++ inclusion. They will carry forward these conversations to other contexts, multiplying the impact of this pandal.

Being a Diversity and Inclusion professional, the image of this pandal is going to stay with me forever. In 2001, the Delhi-based NGO Naz Foundation approached Delhi High Court to decriminalize consensual sex between same-sex individuals. Eight years down the line, the Delhi HC struck down section 377 of the Indian Constitution; but the 2009 judgment of the HC was overturned by the Supreme Court in 2013. A Review petition was filed, which was finally upheld by the SC in September 2018.

A legal journey of 17 years, countless years of activism and the journey still continues. To me, the Pandal in Dum Dum Park was a celebration of this remarkable journey, a way of sounding to all of us, our homes, public places and workplaces that this issue matters and our efforts towards inclusion are incomplete without committing ourselves to the rights of people with non-binary gender and sexual identities. In all its astuteness, the pandal also carried a message, which said, “Tumi dekho naari-purush, ami dekhi shudhui maanush” (You see woman-man, but I only see humans). This message, its humanness and lucidity has to become the cornerstone of all our efforts towards LGBTQIA++ inclusion.

LGBTQIA++ Inclusion in our Workplaces

In 2015, when Indian Institute of Management, Ahmedabad conducted a survey of 21 corporate companies to explore inclusivity, it revealed 98% of the companies do not take any initiative to make the workplace LGBTQIA++ inclusive. But that seems to be changing.

Companies like GodrejAccenture, Tata Steel, IBM India, Google, General Electric, Cognizant and Infosys have been implementing policies and rolling out interventions to ensure LGBTQIA++ inclusion at their workplaces. Numerous companies welcomed Supreme Court’s judgment for Section 377 last year. In a survey by Quartz India, as many as 67% LGBTQIA++ employees said that employers do not care about the employees’ sexual orientation. Among the industries that are the biggest employers of LGBTQIA++ in India, are media and entertainment, BPO, and IT.

A report by Mckinsey has shown that diverse and inclusive workplaces have 35% higher financial returns, which makes inclusivity essential, not only for the organizational culture but also for its profits. Studies have also revealed that LGBTQIA++ employees not only progress and grow professionally in inclusive work environments; but also have a positive impact on the productivity of their coworkers. Such organizations also have a competitive edge, have more customer support and attract and retain the best talent; apart from that, a strong and clearly differentiated reputation in the industry, especially as an employer.

Above all, inclusive workplaces can go a long way in enabling inclusive societies. Very much like that pandal in Kolkata, the conversations in our workplaces can shift individual mindsets; these individuals will take back these conversations to their homes and communities and generate more conversations. As the discourse will build, more visibility will gather around this issue, leading to action, inclusion and equality.

So what can workplaces do to spark this conversation?

Five Steps to a LGBTQIA++ Workplace

1) Create and Implement Policies: According to Catalyst, 91% of Fortune 500 companies now have non-discrimination policies that include sexual orientation, and 83% include gender identity.

The right policies can operatinalize inclusion and delineate company’s position on LGBTQIA++ inclusion. For starters, companies should revise their medical and insurance policies. Medical policies should provide cover for sex-change surgeries and hormonal treatment. Since same-sex marriage is still not recognized in India, companies should accommodate the partners of LGBTQIA++ employees in their medical, insurance and other benefits.

Secondly, companies should reconsider their leave policies. Parental leave and adoption leave should be extended to LGBTQIA++ employees; it is recognition of their right to parenthood and their reproductive rights.

Thirdly, companies must put in place strong anti-discrimination and harassment policies, which cover all employees without an exception. They should be very clear about what is and isn’t acceptable behaviour, and establish procedures for dealing with people who violate the policies. It should be ensured that allegations of discrimination or harassment are taken very seriously and procedures are followed through.

2) Change the Hiring Strategy: Along with inclusive policies, companies need to set a baseline for welcoming LGBTQIA++ employees. But what if hiring practices are preventing people from joining in the first place?

Companies can go over the wording of their job postings to ensure that they send the right message. Also companies should make an explicit mention of their commitment to non-discrimination and diversity, and talk about their values and employee benefits that demonstrate this commitment.

Companies can endeavour to reach beyond their usual demographics and partner with LGBTQIA++ employee networks and organisations in their area. They can participate in LGBTQIA++ recruitment events and share their job postings on networks and channels that are committed to the cause.

Then make sure that the interview and selection processes are transparent and fair, with no room for bias.

3) Drive away Stereotypes: Getting people through the door is only half the battle. What kind of working environment will the employees find when they arrive?

Discomfort doesn’t always lead to discrimination, but it’s clear that some employees will need training to ensure that they treat their coworkers with respect. Companies should provide diversity training to all staff that includes a module on sexual orientation and gender identity.

Employees are highly unlikely to actually sit down and read company policies. Training can help to ensure that they understand what’s in the policies, why LGBTQIA++ inclusion is imperative and what their responsibility is.

Lastly, training can help in overcoming unconscious biases and stereotypes that impact employees throughout their life cycle. Also, our everyday language tends to be sexist and homophobic and therefore exclusionary. Awareness sessions on understanding the appropriate terminology when talking about LGBTQIA++ and the impact of using pejorative or outdated terms, can go a long way in enabling an inclusive work environment.

4) Create Peer Networks: LGBTQIA++ employee networks can be very powerful ways for workers to come together and share experiences. That can lead to positive changes in company policy, as well as opportunities for mentoring, networking, and career progression for individual employees. Any company can set up these networks at very minimal costs or encourage its employees to set them up.

For example, Accenture has employee resource groups in 44 countries and an Ally program with more than 36,000 members. Its “Pride at Accenture” page on its website, with the bold heading “Be Your Authentic Self,” highlights the company’s policies and achievements and profiles some of its LGBTQIA++ employees. It also mentions Accenture’s own research showing that creating a culture of equality makes LGTBQIA++ professionals 1.5 times more likely to advance to manager or above and 3 times more likely to advance to senior manager or above.

5) Communicate Proactively: If a company has the right policies, an inclusive talent pipeline and a strong and sensitized workforce, it should find ways of communicating its commitment to external stakeholder, and also foster respectful communication among employees.

Companies can achieve this by embedding a commitment to inclusion in all its communications, from presentations and speeches to newsletters and personal conversations. They should bring on board Diversity and Inclusion experts plus communication experts, who can help chart out the right course of communication, while making it sustainable (take a cue from Accenture’s website).

Additionally, they can send their internal inclusivity champions to participate in events and conferences, like the Pride Parade and Festival. By getting involved in these events, a company can demonstrate its commitment to LGBTQIA++ rights and send a clear message to staff and customers.

Remember, this is not just a branding exercise; this can drive a message that this matters, needs constant action and engagement. This will also contribute to the larger discourse, sharing of best practices and motivating other companies to do the same.

These five steps are not an exhaustive list of what companies can do to enable LGBTQIA++ friendly workplaces. The struggle for inclusion and equality won’t be over for a long time and it will take many more Durga Pujo pandals and conversation starters to make it a reality. Companies will need to adapt along the way, evolve their policies and practices and keep abreast with what their employees feel and need.

But as we move forward in this journey, we need to ensure that LGBTQIA++ employees are able to lead and spearhead. While I write this as a cis/ straight person, I can only be an ally in the journey. I can understand but not speak from the experience of the discrimination and stigmatization that LGBTQIA++ persons face on an everyday basis. Experiences are our strongest capital in this journey, which can help us align, adapt and grow. Let the experiences of LGBTQIA++ persons inform and lead all our efforts and interventions. This is the only way through which we can truly make it for the people, by the people and with the people.

~ Neharika Mahajan

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Creating a Future Perfect Workplace by Embracing Generational Diversity

“Raima hustles to get her work done, completes every assignment on time , does her best to connect with her team . But for some reason her team and managers were not happy and don’t believe that she is giving her best. They take her late coming to the office as disrespectful.They don’t appreciate her chatter over the cubicle walls. And they just don’t understand why she’s always using email instead of delivering messages in person”.

But Raima’s approach towards her team and her work is unique and she’s confused by the hyper-focus on “working hours” and “start times.” Isn’t the work she produces at the corner coffee shop just as valuable as the work she performs in the office?On the other handIsn’t the point of working together, building camaraderie, and sharing ideas the point of going to an office?

The reality today…

Today’s workforce is made up several age groups working together.For the first time in history four diverse generations are working together at the workplace. And this is posing a new challenge for today’s leadership and Human resources.

According to a study by Robert Half Survey reported that over 2200 CFOs across the U.S said that they see that they see the greatest generational differences in employees’ communication skills, ability to change and technical abilities.

Arough guide to ‘Generations’

First of all we all need to understand is the generational diversity present in today’s workforce. We have four generations on board which are:

1. BabyBoomers– Born between 1946 & 1964 .They are known for their work ethic, and the importance they give to the professional accomplishments. They are hard workingand are often termed as “Workaholic”. They are very goal oriented and prefer phone call and formal letters over email and instant messaging as the mode of communication.

2.Generation X– Born between 1965 & 1980. They’re known for being extremely independent and self-sufficient, valuing freedom, and shunning micro-management in the workplace.While they may not be as tech-savvy as the younger generations, Gen X-ers are actually quite technologically adept. A study revealed that 54% of Generation X leaders are digitally savvy—which is on pace with 56% of Millennial leaders.

3. Generation Y or Millenials- Born between 1981 & 1996.This generation, which is already the largest in the workforce, will make up three-quarters of the global workforce by 2025.Millennials desire work/life balance and crave flexibility in the workplace, such as working from home and casual dress. They aim to work smarter, rather than harder. Despite the eagerness that Millennials bring to the table, this generation is often stereotyped as being self-involved and overly dependent on technology. They also expect and value a significant amount of feedback from employers.

4. GenerationZ– Born between 1997 & 2015. The youngest generation in the current workforce. They are the first generation to grow up in a world that is completely wireless and are complete tech savvy, creative, flexible and self reliant.

Barriers in managing multi generational workforce

Managing a multi generational workforce is not an easy task as each generation has different world view, expectations, working style, communication style and lot more. Recent research by Deloitte says that two-thirds of HR professionals report some level of conflict between generations at work.

The first step towards this management would be to understand the potential challenges. The most common issues are :

1. Risk of conflict:With each generation having distinctive traits and characteristics, there is a potential risk of conflicts occurring due to clashing values and beliefs, work ethics, and communication styles.One study by the UK government found that 15% of respondents thought that having a 70-year-old boss would be “unacceptable”, compared with 5% for having a 30-year-old boss.

2. Work Culture difference: Each generation has a distinct working style, and they’re likely to clash now and again. While Baby Boomers are comfortable working long hours and prefer working on-site, Gen Y and Gen Z employees prefer more flexible hours and the option to work remotely.According to a survey conducted by Dimensional Research and commissioned by SuccessFactors, an SAP company stated that at the time of joining Generation X would ask for higher pay or higher job title, on the other hand the Millenials and Zillenials ask for flexible work hours, training, perks like events participation, etc.

3.Difference in communication Style: While on one side the older generations would like to keepit formal through phone call or face to face meeting and on the other side the younger generations embrace digital communication through email and instant messaging. These different styles can lead to miscommunication or lack of communicating at all—both of which pose an obvious problem.

4. Negative Stereotyping: Lazy, Entitled, Tech obsessed, Overeager. These are just a few of the terms that come to mind for many older workers when they think of millennials, and members of the younger generation are well aware of the stereotypical ideas they’re up against. Rich Milgram, CEO of career network, pointed out that Gen Y isn’t alone: Younger workers may perceive baby boomers as difficult to train and stubbornly set in their ways.

Bridging the gap

Withdiversity comes the responsibility of inclusion – and one size does not fit all.

Managing generational differences in the workplace is all about creating an environment where people understand and appreciate various points of view. There are few strategies which can be make managing multi generational workforce easier like:

1. Customize your communication style– As generations are used to receiving information in different ways in their personal lives, managers should tailor their communication methods towards each generation’s strengths, personality and aspirations. Organisations should provide for varied communication platforms to suit the needs of its diverse workforce. Build in agility and responsiveness in your platforms and poliies

2. Assemble age-diverse team for projects– By creating age-diverse project teams, you can leverage the unique strengths of each generation, while also encouraging team members to collaborate and build relationships with one another. Despite possible conflicting opinions or disagreements, 89% of employees in Australia prefer to work with age diverse colleagues.For example, a Gen Z employee might be aware of the latest technology and social media platforms, while an experienced Boomer might have invaluable knowledge of the industry you work in.

3. Tailor your feedback process– Taking a personalized approach will not only make employees happy but also make it easier to delivereffective, meaningful feedback.Gen X employees want to be left alone, while Gen Z employees want immediate, bite-sized feedback on their performance.

4. Reverse mentoring programs– According to a Brandon Hall study, nearly half of the workers in the U.S will be Millennials by 2020, yet 84% of businesses anticipate a shortfall in the number of qualified leaders over the next five years. With an increased leadership gap, it is indeed required for organizations to have mentoring program such as reverse mentoring programs .This will help build confidence in younger employees and inspires older generations to learn about new technologies, tools and digital strategies. Companies like SAP, Xerox, Microsoft and IBM have rolled out reverse mentoring programs.

4. Discourage negative stereotypes– In order to take full advantage of your multigenerational workforce, avoid making any assumptions or stereotyping based on age. Instead, talk to each of your employees and learn about their individual preferences and working styles.

5. Sensitization and unconscious bias workshops– these are a necessity for today’s organisations. The intersectionality of generations, gender and culture need to be understood by all employees and they need to be sensitized on inclusive, bias free behavior.

6. Listen to your employees– If you want to open up communication between generations and build relationships, just ask them about their preferences, interests and expectations, and then listen carefully. They may have different expectations like They may want different kinds of training, They may value different job benefits, e.g. retirement plans vs. health insurance or they may have different expectations of working hours and flexibility.

Benenfits of Embracing Generation Diversity to create a Future Perfect Workplace

There are many ways that organizations can benefit from embracing generation diversity in the workplace:

1.     Better innovation and Problem solving- As each generation has a different approach towards solving problems, having a multigenerational workforce can be very beneficial when it comes to identifying potential solutions and new ways of addressing day-to-day issues.

2.     Mentoring opportunities– A multigenerational workforce is the perfect environment for mentoring. Across generations, employees can teach each other new ways of approaching things and more efficient ways of doing business. For example, a more technologically adept employee might know a faster way for a Boomer to approach a manual, tedious task at work.

3.     Reflects your customers: By employing people from each of these generations, you can better understand the different target audiences that you’re trying to reach.

While generational diversity in the workplace can be challenging for both employers and employees to navigate,by fostering a culture that celebrates collaboration, keeping the lines of communication open, and tailoring your approach to each individual,organisations will surely be able to create a future perfect workplace for all generations.

~ Prerna Arora

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Career Break – Challenges & The Return Journey

When I took a career break, I had never imagined that the word ‘Career Break’ could have some dire consequences on my return journey to the professional world. It was a struggle of almost two years after which I got the desired break. (By this break I mean a break from my career break !!)

What does career break mean for women?

Career breaks which are otherwise a great tool to take out time for self, family, study or travel is not the same for most women. For them, even today, to take a career break means taking time off for maternity or to take care of growing children or elders, courtesy the patriarchal society we live in and it’s bearing on us. These important responsibilities around childcare, eldercare, children’s education, domestic chores and the unending emotional effort that goes into holding a family together often go unrecognised. This is still considered unpaid work and not even accounted for, in our GDP.

While navigating through the different life stages of being a daughter, wife, mother or a daughter-in-law, women often succumb to the increasing family demands, societal pressures, their own cultural conditioning and end up taking career breaks. Hence, the trajectory of a woman’s career is often shaped by the expectations and demands from the various social roles she plays.

The Journey – Return from Career Break

According to a study by the World Bank 20 million Indian women quit jobs between 2004-12. Around 65-70% of the women who quit did not return to work at all. In India, women account for 25 percent of the workforce and according to a report by the Indian Women Network, 36 percent of them take a break from work. These numbers speak for themselves and clearly indicate the huge untapped talent pool of professional women for organizations to harness and the quantum of boost it can give to the economy.

Why women, either do not return or find it challenging to return to get the right job, the second time?

As women decide to return after a career hiatus they are plagued with a series of self-doubts like, will their profile even get shortlisted, are their skills outdated in the evolving job market, will they be able to balance work and home, will they be able to match to the expectations at work and so on. Their emotional readiness is being tested at this stage. It is very critical for women to have self-confidence, anchored by emotional and physical support from her family during this time. Women who are able to create a robust support system around them are in a better spot to return.

Also, in terms of industry competitiveness, they might be on a backfoot as their skills might not be considered relevant with evolving technology and dynamic work environment. It is always recommended that women stay in touch with their area of work and make efforts towards honing their skills during the career break.

There are many other important external factors like lack of policies around flexi working, travel time and the sharp decline in income that women suffer after childbirth, often termed as motherhood penalty impacting the decision to return from a career break.

But a little planning and effort during the career break can play its part in reducing the apprehensions and fears which the word ‘career break’ brings in the minds of returning women and even recruiters at the time of selection.

Harness the untapped talent pool

According to McKinsey Global Institute’s Report, 2018, Women’s contribution to India’s GDP stands at 18 percent, one of the lowest in the world. India has one of the largest opportunities in the world to boost GDP by advancing women’s equality – $770 billion of added GDP by 2025. It is heartening to know that many organizations have started acknowledging the positive contribution second career women can make to the organization and are also accepting these breaks as a natural phenomenon in the career of Indian women professionals. Organizations can reap the benefits of a diverse workforce by utilizing the skills of already experienced women employees to its advantage.

With this focus, returnee programs have been a potent tool in successfully attracting women back to work. Returnee programs are a progressive step taken by corporates, providing a formal pathway for returning women. These programs help women reskill and offer opportunities to return. Over 66 organizations in India have specific second career programs with about 7,000 to 8,000 women re-entering the workplace every year.  Many organizations have done pathbreaking work with their returnee programs like Second Career Internship Program (SCIP) by Tata, Springboard by Microsoft, Reconnect by Axis Bank, Career 2.0 by Genpact, Second Careers by CITI , Rekindle by Amazon to name a few.

While returnee programs are a great platform to bridge the career gaps but they are not the only solutions for returning women. Organizations having realised that, need to work on integrating returning women into the workplace.

Employers need to provide women access to more flexible work options like remote working hours, telecommuting which support work life balance and help returning women to settle in smoothly. In fact, flexible working tops their list of criteria while making a re-entry.

Providing a supportive infrastructure at work like day care facility, creches, feeding rooms for young mothers etc.  would make their comeback easy and make the workplace more attractive for returnees.

Sensitization amongst managers and team members to positively orient them for the cause of the returnees is another important part of building an inclusive ecosystem for them. Making employees aware of the biases, stereotypes that work against returnees and embracing a positive mindset are critical for long lasting success of any such initiative.

Women have come a long way and in many fields of work broken gender stereotypes. Winning stories, we hear and read of women successfully returning to the professional world are an example of that. Organizations have a key role to play, in providing appropriate avenues for women to re-enter, offering an inclusive and supportive ecosystem to make their return journey less challenging emotionally, physically and professionally. Not only will such organizations encourage returnees but also provide a safe and stable work environment to the current women workforce and reduce the number of women falling off the corporate ladder in the first place.

While in some cases career break is no longer a dreaded word for women with increased corporate sensitivity towards this topic, we still have some distance to go till we achieve gender equality and a stage where motherhood penalty and unpaid work cease to exist.

~ Rupali Kaul

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Why should the agenda of gender diversity devolve into a battle of Men vs Women?

At a recent session on gender bias and its impact of team performance, I had a participant speak up the following- “We understand gender diversity is important and all that, but don’t you guys take it too far? I mean, women get all the privileges anyways don’t they, It’s us men who need support now!”

In that one statement he had slotted me as the harbinger of corporate feminism… But, I was glad he spoke! Isn’t it this that needs to be solved anyways…

I engaged further and he quoted the following examples-

1.     A lady team member proceeds on maternity leave for 6 months, and possibly for longer if she wishes to utilize her other accumulated leave, or in case she requests for a special sanction for special reasons. Now, the team leader and the team are saddled with additional work of one more resource for a longish period of time, and of course, we can’t drop any ball. It gets stressful for sure….so if a team leader does not wish to increase the number of female team members, is he really wrong?

2.     A second instance where a male manager now fears giving performance feedback to a lady team member in a cabin, alone, because he fears a harassment allegation?

There were several more, but let’s stay with these two since they are linked to recent legislations. Are the maternity benefit act and the POSH (Prevention Of Sexual Harassment) act wrong?

What really is the issue here?

In my view, these are both very well intentioned and much required legislations. However, it is the maturity with which they are implemented that might fall short. If these end up being divisive policies, they would only end up widening the gap and creating a men vs women battle.

For instance, what does the organization do to help a team leader with resource planning while the female team member is on maternity leave? How the does the organization support and recognize team members who take on additional responsibility? How does the organization ensure that the lady on leave does not lose her position or get a poor rating simply because she is on leave.

Or  how does the organization instill awareness among its male and female workforce on what is POSH or how does it instill confidence of being ‘fair and just’ in its implementation? Are it’s managers truly trained to handle queries raised? Is the committee comprising of individuals who can conduct a thorough and fair investigation?

More importantly- the act starts with the work “Prevention”. What is being done to prevent the cases?

Just compliance is not enough. Organizations need to put enablers around these in place. Only then these legislations will aid in the journey of building an inclusive workforce.

Otherwise we will keep grappling with such questions and this will end us as men vs women (already is), as opposed to Men & Women against gender bias!

Author: Soncia Aron

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Why are we still Talking Gender Equality?

It is the 21stcentury? And why are we still talking about gender equality?

This question was asked by a female engineer, employed in a traditional manufacturing company, about a year back. Her question gave me goosebumps. In that moment, I wanted to go hug her….but I just pacified her with mundane answers like we are a society on a journey….it will take time….things are changing and so on.

As we approach 8th March 2019, International women’s day, I ask myself the same question- Why are we still talking about gender equality? It is not for dearth of efforts, that I can vouch for. Having been on the consulting side for over 5 years, I acknowledge the fact that there are far more organizations who are aware and driving this agenda, than there were 10 years back. The government too has brought in welcome policy changes.

But have things really changed? Well….yes… and no.

So maternity leave got extended from 3 months to 6 months, and all organisations were quick to comply with the law! But instead of really helping, it’s gone in the other direction. Now it’s being touted as a reason not to hire women!

POSH came in 5 years back. Different organizations took different lengths of time to implement, but majority of them today are compliant with the law…but then…that’s become a reason not to give feedback or have difficult conversations.

Don’t get me wrong, these are all well-meaning, well intentioned, and much needed policy changes. And there is compliance… but mere compliance with the letter of the law doesnot mean a changed midset!

So, what do you tell a Manager who asks- All this gender equality is just talk….when I go on the matrimonial site, I still want my wife to earn less than me.

Or I will not hire females in my team because last time when I did, there was gossip about me and her in the department.

Or when a female manager says, I understand POSH, It’s good but I would not complain, I would rather quit and look for a new job- why? Because. My “husband” has allowed me to work, I do not want to shame my family.

And these mindsets have a real impact, real costs to the society  

It pains me when I read about concepts like “Child Penalty”….I, as a mother, am penalized for bearing and rearing children, for raising them as good citizens and contributors to the economy, but I get penalized by loss of employment/ promotion/ increment!

Then there is the lack of recognition of unpaid work….the household chores that women do (along with their day jobs) that contribute towards the society and economy which get completely ignored by economists and statisticians while arriving at the GDP, and by their managers, colleagues and family members.

And that is why we are still talking gender equality. Because just policies are not addressing mindsets. It’s time we take the bull by the horns, and start having conversations on mindsets, question them, challenge them, …. May be, just may be… we will start changing them.

So next time you hear, we don’t have gender bias, please ask ….are you from Mars….or may be from Venus? Because you can’t be from Earth, where men and women coexist, albeit with Gender bias.

Author: Sonica Aron

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Transgender bill- The Missing Pieces

On August 5, the Lok Sabha passed the Transgender Persons (Protection of Rights) Bill 2019. This bill seeks to provide a mechanism for social, economic and educational empowerment of transgenders, and is the first legislation in India to recognise Transgenders.

The bill specifies the following offences against the trans community to be punishable (i) compelling transgender persons to do forced or bonded labour (excluding compulsory government service for public purposes); (ii) denial of use of a public place; (iii) removal from household, village or other place of residence; and (iv) physical, sexual, verbal, emotional or economic abuse.

The bill provides for economic and social empowerment of the transgender community albeit in a limited manner. It criminalizes violence against the Trans community, but has limitations. The 2016 version of the bill criminalized begging by Transgender community. This bill does away with this and has been able to recognise that begging is an intrinsic part of the culture of certain Trans communities in India. This of course, happened as a result of policy advocacy from the Transgender  and feminist community in India

However the Transgender Community is not happy with the provisions of the bill.

We at Marching Sheep have analysed the bill, and the earlier judgements and highlight the following points-

1.   The bill mandates that a transgender person will need to take a certificate from the district magistrate post a physical examination by a committee. The entire process is long drawn and tedious. Not only is it violative, it is also in contradiction of the NALSA** judgement 2014 which stated that a physiological test and self-determination would suffice to recognise the third gender. The  bill therefore leaves no scope for self-definition or affirmation of gender identity.

2.   People belonging to the trans community and who wish to identify as either a man or a woman would need to go through gender affirmation surgery, also known as sex reassignment surgery (SRS). Insisting on SRS was deemed illegal by the NALSA judgement.

3.   Transgender have largely been defined in biological terms, which plugs into the gender binary yet again. It does not recognise gender identity as fluid and  self-affirmed and the fact that all transgenders necessarily do not resort to sex change surgery to articulate their gender and sexual identities. Also, all transgenders cannot even afford it. Gender identity and its spectrum is not as straitjacketed as this bill makes it to be.

4.   While begging by Trans community is no longer criminal as per this bill, the fact that the bill covers forced/bonded labour, and the fact that begging is considered a crime by law in 22 states, makes this a grey area, and still leaves them exposed to harassment. Also, given that lack of social acceptance and resources, begging might be the only source of livelihood.

5.    The bill further states that when a parent or immediate family member is “unable to take care of a transgender”, the transgender person should be sent to a rehabilitation centre. This in itself seems strange, as being a trans person is not an illness or an addiction.

6.    Offences like compelling a transgender person to beg, denial of access to a public place, physical and sexual abuse, etc. would attract up to two years imprisonment and a fine. We feel that physical and sexual abuse of all genders should be punishable in line with the severity of the crime and not to be defined by gender. Just like we applaud Death penalty for penetrative assault of children, we would ask for stronger punishment for assault of all genders.

7.    The bill pronounces far more stringent action against violence done by “straight people” to transgenders. In case of transgender to transgender violence, the punishment is far less severe. the understanding and definition of sexual and gender based violence needs to be wider.

8.    The bill comes as an irony in the face of the new surrogacy bill, which does not recognise the reproductive rights of non-heterosexual people. The surrogacy bill does not give same sex couple, transgenders the right to parenthood via surrogacy.

Whatever the intent of the bill, it has fallen short of fulfilling the expectations of the community and activists working with the community, and truly driving the acceptance and integration of trans persons in the society. The bill is silent on concrete steps that should be taken for-

1.    Educational facilities and resources
2.    Healthcare access and resources
3.    Employment support
4.    Driving societal campaigns and drive awareness
5.    Access to Public facilities

In a nutshell, the bill does not provide for affirmative action for transgenders i.e. reservations. As a starting point, to help them get started, reservation in education and employment is a much required step. If the bill is unable to provide for this, it will fail to address attitudes, biases and lack of facilities that will deter them from accessing their rights and leading a life of dignity.
**National Legal Services Authority v. Union of India was a landmark decision by the Supreme Court of India, which declared transgender people to be a ‘third gender’, affirmed that the fundamental rights granted under the Constitution of India will be equally applicable to transgender people, and gave them the right to self-identification of their gender as male, female or third-gender. This judgement was a major step towards gender equality in India.

Author: Sonica Aron

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POSH is a good starting point but we have a long way to go…

In a recent interview with a department head at a manufacturing company, he said “I am not against gender diversity. In my family, women work and are at successful posts. In fact, I had a female team member a few months back. Out of courtesy, I dropped her home at the end of the work day, 2-3 times. This resulted in gossip in our company. It made both me and her uncomfortable. She eventually quit, for other reasons. But, now I am uncomfortable about hiring women. I don’t want any one else, as well as myself, to go through such experience again.”

Two thoughts struck me

1.    Both the manager and the employee got victimized for no fault of theirs. And there was no organizational recourse, despite the existence of POSH. (Also, it was the lady who quit and moved on!)
2.    Having experienced this myself nearly 18 years back, has nothing changed in so many years?

I would like to share my thoughts here on both the points.

The first point being POSH and its implementation. It is a much-needed act, designed to prevent and solve for harassment at the workplace. That being said, It’s implementation is still patchy and a tick mark! I have heard opinions ranging from “Yes, there was a POSH training and we have a committee, but not too sure about how this works” to “POSH is a tool for women to misuse”. People are still not comfortable about voicing out concerns and the act has not been implemented in ‘spirit’. What is needed is a thorough awareness exercise with all employees in the organization being clear about what POSH entails. How even malicious gossip is harassment, how quitting is not the only solution, how even male managers can be victims and so on. It is not once a year activity, will need significant knowledge building and awareness drives.

On the second point, the issue is much deeper. Deep routed mindsets and biases that slot men and women in a certain manner or have stereo typical views on interactions between the two genders. These get manifested in behaviors at the workplace leading to non-inclusive environments. Hiring decisions, Promotion decisions, Appraisal ratings all get impacted and there is nothing that is being done to question, counter and stop these mindsets. In fact, some of these are justified with comments like “We can’t change the way the society thinks” to “It’s natural for priorities of women to change. After all family and kids are more important”. Topical policies won’t help unless people get into conversations and committed actions around dealing with such gender based biases.

In my opinion, organizations today are poised at a juncture where there is awareness about how gender diversity can be beneficial and is just not a “Good to do”. The only thing required is to approach this with a consistent, holistic long-term strategy that addresses all aspects- from POSH to mindsets…. And see the power of diversity unleashed.

Author: Sonica Aron

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A meeting in Krabi

On a recent trip to Krabi, Thailand, I made a new friend. She is from Krabi, and works as a Manager at a popular beach side restaurant. When I first met her, I noticed her charm, buoyancy and the way she communicated with guests and staff. I reached out and requested her to join me for a breakfast meeting so that I could understand more about her and her life. And she was kind enough to agree.

What was so special about her, you would wonder. Apart from being an effective manager and host, Olivia (Name changed) is actually a man.

She opened up about her life, her challenges and her dreams at breakfast the next day. She was 4 years old, when she first started behaving like a girl and started showing signs of being a transgender. In a country where the term “lady boy” is so openly used, I was surprised to know that there are civil employment restrictions and marriage restrictions. Olivia’s father, out of concern for her future, was angry, and tried to stop her from being what she was.

At the age of 12, she was sent with other boys to study religion for three years, where she had to dress and behave like a boy. She was mocked, but she endured.

When she returned, she asserted her sexual identity, and this time her father relented- on two conditions- 1. Study 2. She will not undergo change of gender surgery. She agreed to both.

Olivia went to the university in Phuket to study management. She started taking hormones to help her live the life she wanted.

She got into a relationship. It was illegal for her to marry a man, but with blessings from both families they had a live in relationship. In her own words, “I did everything like a wife would do- clean, cook, take care of his mother”. One day, he abruptly tells her to leave, because now, he wants a family.

Olivia was sad, and she struggled with her emotions. But she had the support of her family and friends, and she had her dreams. Her dream is to work hard, excel in her profession, buy land and have her own home.’

And having met her, seen her at her workplace, and having spoken to her, I know she can.

I am sharing this episode, because meeting her, spending time with her touched me. It made me realize that there might be so many Olivia’s in India, around the world, who struggle to assert their sexual identities, to have resources to study, to find employment, to find dignity, to have relationships and live a normal life. And what can we do, as a society to help them feel supported, respected and integrated?

Author: Sonica Aron

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Getting ROI with Gender Diversity! It is an enabling investment for the future and not as a cost head

While interacting with managers across different levels across different organizations, I am often faced with this question- what’s all the fuss on gender diversity all about? Why do we “need” to drive gender diversity? What are the benefits? What’s in it for me?

These questions are not asked directly, but the skepticism or the cynicism is there. Often it comes out in the form of push backs-

  • This is a top down/ global target…. It’s been put in my KRAs
  • It’s a quota system
  • There are practical issues….those setting these targets don’t get it
  • All these policies, sessions etc….does it not prove that women are being given preferential treatment? It seems now we men need reservation….

And somewhere, the lack of buy in is counter-productive to every measure being taken in this area.

So in this write up, decided to put down my thoughts on why we need to focus on gender diversity, not just as an organization, but as a society, as a family, as an individual. And this one is right out of my life, from the heart.

I would like to take the case of Neeru, my female chauffeur. Working in a profession considered a male bastion. She is contributing towards the well being of her family, working hard towards giving her children an education that she could not get, at the same time fulfilling some of her lifestyle aspirations. She proudly showed me a newly acquired android phone recently. Her husband supports her in every way he can. Drops her for duty on days she has to report early to work, helps with grocery shopping and so on.

Are there security issues that arise while she is on duty? Yes, they do. She is trained in martial arts and as an employer, we need to make sure that in case she is going back late, she has safe transport. Comes at additional cost? Sure!

Huge benefits for me, her and society at large

  • The realization for my 10 year old son, when he first heard the phrase- “Neeru didi- Driver didi” – Girls can do everything that boys can. In an age where kids still get bombarded with gender stereotyping cues (tennis classes for boys and ballet for girls), I often felt that my just saying it was not enough. Demonstration did it. Priceless!
  • She provides an adherence of ethic that none of my previous drivers did. Right from getting duty register signed to accounting till the last paisa on parking slips.
  • From disbelief to amazement to adoption, I have family and friends wanting to know how they can hire female chauffeurs too. More employment opportunities, more jobs
  • The trickle effect, other girls in her locality are signing up for driving lessons, yearning for financial independence and respectable work.
  • Change in social standing of these families, better future for children, Financial trickle effect, impact on overall economy.

Everyone gained here. This is in a job where the biases and nays would be among the loudest.

Organisations are a reflection of the society we live in. They are not stand-alone units existing in isolation. We as people take our stereotypes, mindsets and barriers to the organisation where we work. It just needs one nudge or one act to break the barrier. Explore ways of including diversity and explore the benefits for yourself!

Author: Sonica Aron

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Exploring Gender Diversity beyond numbers!

There is something fundamentally wrong in the way ’Gender Diversity’ is being defined.

The other day, I interviewed a young, driven HR manager from a fairly well known organisation. In our discussion on diversity, she proudly showcased change in ratios of women recruited from campuses. These were an outcome of a pure ‘number focus’ … She may well have been from the sales team with the month end being the campus day zero!

Let’s look at how ‘Gender Diversity’ is being defined today. Wikipedia describes it as “Gender diversity is equitable or fair representation between genders. Gender diversity most commonly refers to an equitable ratio of men and women, but may also include non-binary gender categories.” The concept focuses on the numeric aspect of the “balance” that every organization is striving to achieve today.

Yet, the problem lies beyond numbers. Many popular studies suggest that the percentage of women rising to senior management in most organizations decline drastically. A study by World Economic Forum claims that 29% of working women in Asia drop out of work between junior and mid-level positions.

Then, why the focus on the numbers recruited? All it does is, gets organisations into a vicious circle of targeted hiring to fill the gaps created by and to plan for attrition.

And attrition comes at a cost- which is not just financial. The repercussions are lasting.

Hence, a number driven approach is, in my opinion is incomplete. A systematic approach is needed to achieve gender diversity within the organizations.

The focus needs to be towards creating an ecosystem that understands and supports diversity. It is a way of working that is inclusive and supports the needs of a diverse set of employees. The ecosystem transcends across  the vision, to the policies and processes, to leadership and to the infrastructure. And to build a sustainable ecosystem, It is critical to understand the root cause for the imbalance and the solutioning becomes simpler with greater and sustainable impact.

As perfectly put by Theresa J. Whitmarsh, Executive Director of the Washington State Investment Board at the annual meeting of World Economic Forum- “If you exclude 50% of the talent pool, it’s no wonder you find yourself in a war for talent.”

Author: Sonica Aron

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