Warp & Weft

Legal/Moral?

2012-02-07T08:46:00.000+05:30

“A pregnant employee who was fired from her retail job after giving her supervisors a doctor’s note requesting she be allowed to refrain from heavy lifting and climbing ladders during the month and a half before her maternity leave: That’s what happened to Patricia Leahy. In 2008 a federal judge in Brooklyn ruled that her firing was fair because her employers were not obligated to accommodate her needs……... It happens every day to pregnant women in the United States, and it happens thanks to a gap between discrimination laws and disability laws.

Federal and state laws ban discrimination against pregnant women in the workplace. And amendments to the Americans With Disabilities Act require employers to provide reasonable accommodations to disabled employees (including most employees with medical complications arising from pregnancies) who need them to do their jobs. But because pregnancy itself is not considered a disability, employers are not obligated to accommodate most pregnant workers in any way.” – Deccan Herald, 2 Feb 2012.

Where do we draw the line between what’s legal and what’s right? If an employer is not held legally accountable for firing a woman who was pretty much fired for being pregnant, do you think that would affect the company? Is there a solution to this sort of thinking by the employer?

Is being a yes girl the right strategy? - by Monalisa Das (Mail India, Feb 2nd edition, Pages 24 & 25))

2012-02-03T10:33:00.001+05:30

Meenakshi Nayar had the right mix of talent and dedication to take her places in the advertising world. After graduating from a leading media institute, Meenakshi took on a job with full zeal at an ad agency. She didn't mind the 14-hour days or work-filled weekends. No matter how over-burdened she was, she never refused work. "Saying no to boss was unthinkable," she says.

While her strategy seemed to be a good one initially, over time it backfired. Despite several promotions, Meenakshi feels she is treated like a doormat in office. "My team members and boss just keep dumping work on me but never ask for my opinion. I can't recall the last time I went home for Diwali or took a day off," she declares. "It really hurts that despite my initiative and dedication, I haven't earned respect. Even my juniors have a bigger say in matters than me," she says. Meenakshi admits that being a "yes girl" has been a big mistake.

Speak your mind
Experts say Meenakshi's frustration is shared by most working professionals, especially women, in the Indian corporate world. "Blame it on cultural upbringing or the pluralistic society, women haven't yet learned to speak up. They may be extremely hard working but don't claim credit for their work or negotiate properly. They also find it difficult to say no," says Srimathi Shivashankar, associate vice president, diversity & sustainability, HCL Technologies.

Nirmala Menon, founder and CEO of Interweave Consulting agrees. "Most women have a tendency to please others. Unlike men, they want to be seen as "nice" and are scared of confrontations or upsetting their colleagues with a no. But they need to unlearn this trait once they step into the corporate world, especially if they intend to assume leadership roles."

Menon's 20 years of experience in HR roles in India and the US have taught her that saying yes to every request may not always be right. "If you keep compromising on situations, the time will come when co-workers start treating you like a pushover," she says. Being over-burdened will ultimately affect your performance, which will end up being the company's loss too.

Assertiveness helps
Speaking up when faced with an unfair situation-be it the inequitable distribution of work or uncalled for comment-is crucial. "If you have gained the organisation's confidence and can clearly articulate your rationale, people will be willing to listen," says Mumbai-based Kanika Bhutani, senior manager, FIDS, Ernst & Young. Failure to speak up is often mistaken for a lack of competence or knowledge. "Women must learn to showcase their own competencies, abilities, achievements or simply just speak up more often in meetings," says Archana Bhaskar, global HR lead, OTC, Shell. While most women hesitate to speak up, those who assert themselves may go over the top. Hence, women come across either as yelling and dominating bosses or as submissive employees.

"You need to consciously practice how to express yourself politely but firmly without offending others. Another person's age or position should not bar you from speaking your mind," points out Meena Suri Wilson, senior enterprise associate, Center for Creative Leadership who comes with 15 years of work experience in the US and Asia. And if you have to say no, do it after careful consideration. "Saying no must be based on some facts, evidence or rationality else it will sound arrogant and unconvincing. People respect you when you sound reasonable," says expert on diversity issues, Shivashankar.

Glass ceiling exists
Another concern is the subtle bias that exists against women. "You are made to feel excluded in subtle ways. Organisations start giving you lighter roles after marriage and kids, assuming that you won't be able to deliver," says Menon. "This makes women so insecure that they hesitate to say no even when they need to. They end up committing beyond their capacity. Hence, confusion about where to draw the line prevails," says Priya Chetty-Rajagopal, vice president & partner, Stanton Chase International. It's the confusion that makes them either over commit, under commit or quit.

There is no denying the fact that women are under more pressure than men to strike a work-life balance. As a professional, however, a woman needs to be extremely clear about her priorities and stick with them. "Women must try to shift attention from gender issues to performance and work delivery because ultimately their talent really matters," says Bhaskar.

The best way to say no
Striking a balance between between agreeing to take on tasks and turning them down is very important. Gaining courage to say no to tasks in the workplace doesn't translate into shirking your professional commitments.

Also, if you have just taken on a job and start saying no to assignments right in the beginning, this won't be acceptable. You first need to prove yourself and create a reputation before you start raising objections. "It's about striking a balance between being naÃ¯ve and saying yes to requests, and being arrogant and say saying no. You should be able to assess the situation and the relevance of your response to your career," suggests Shivashankar. The following tips will help.

Avoid responding immediately to requests to take on a new project, role or opportunity. It's best to sleep over it since a quick response doesn't ensure long-term foresight.

Next step is to create a mind map. "Assess if the new project is going to move you up in the career ladder. It could be in the form of new learning, networking with the senior management, better experience or simply a feel-good factor," says Shivashankar. If you decide to say no, frame it constructively with clarity and vision.

Acknowledge the good work you have done as this helps build your reputation and also makes it easier for your boss to deal with your no. "After every assignment, analyse how it helped you grow as a professional and how it contributed to the company's success," advises Wilson.

Share your learning with your boss- thank him for assigning you the task. "This will create the image of a proactive responsible professional. Saying no to certain things one off will become much easier if you appreciate a lot of other things regularly," she says.

Mail India 2nd Feb edition

Shouldnt each of us be responsible for our own actions rather than making women and their lifestyle a yardstick for our society's respect and moral standards?

2012-01-23T14:23:00.000+05:30

BU Panel Head Wants Dress Code

Women's Networks... really the need of the hour??

2012-01-23T14:19:00.002+05:30

A recent press release talked about a company celebrating diversity & inclusiveness and how as part of this effort, its women’s network is organising events in different cities around the country.
Diversity & inclusiveness on the same page as women’s network? Isn’t this defeating the very purpose of treating women any different than male employees? Promoting a women’s-only network, is segregating women into a club, making them stand out rather than blend in.

What can the network offer that can’t be accessed without? If pubs and bars that exclude women are offensive then aren’t women’s network the other side of the same coin?

At a healthcare global major’s women’s network meet recently, Vinita Bali, CEO, Britannia Industries voiced her displeasure quite explicitly, asking working women not to expect to be treated any differently than men. In doing that, women are already setting the tone for a differential treatment, which eventually leads to them becoming victims of various stereotypes in the workplace.
Nirmala, you would have graced many such women’s events in the various MNCs you work with. What are your thoughts on the need for such networks?

Making-up competence?

2012-01-23T14:18:00.000+05:30

A recent Harvard study found that women with make-up are perceived as being more confident. As part of the study, respondents were shown pictures of many women – of different ages and racial backgrounds – with different levels of make-up. They rated the women who had worn visible make-up as looking more competent compared to those hadn’t.

So, where does it leave the average woman with a career? Will lipstick and eye-liner help her land plum posts? Feminists have lashed out against the findings.

Often, corporate careers place subtle demands on women to dress and behave in particular ways. However, can a woman not confirm to these expectations and still be successful? Can organisations truly value employees for their loyalty and work; not their skills with the eye-pencil and blush?

Use or abuse of diversity?

2012-01-23T14:13:00.002+05:30

Bangalore’s Namma Metro has proudly said that 5 of its 32 operators will be women.

When companies publicize the fact that they hire people of specific diversity groups (women, physically challenged etc), especially in roles typically not held by those groups, does it create a feeling of goodwill among the public, or feel like the company is simply trying to make itself out to be a more sympathetic employer than its competitors?

Does it look like a hero, or an ordinary person posing as one?

What It Takes to Break the 'Glass Ceiling' by Rebecca R. Hastings, SPHR

2011-12-05T12:04:00.001+05:30

Here is an article published by SHRM, on Monday, 28 Nov 2011, for which our very own Nimmi Menon provided her valuable input:

Women in senior positions acknowledge that certain obstacles exist for women seeking advancement to top roles, but some observe that it is women themselves, rather than companies or male colleagues, that impede career growth.

The "Executive Women Leadership Research Project," an interview-based study of 108 female executives in U.S. companies, suggests that the "glass ceiling," a concept that refers to an invisible barrier that prevents women from attaining top corporate positions, is not the barrier it was in the 1980s. Two-thirds of the women interviewed by CareerCurve Workforce Solutions, a talent and coaching firm based in Cleveland, held positions at the senior vice president level or above when the research was conducted in mid-2011.

According to the authors of the report released Nov. 7, 2011, "Securing a leadership role in a world-class company is an entirely attainable achievement no longer reserved only for the privileged few."

Yet the female executives interviewed noted that women's managerial aspirations often lag behind men's at key stages of their careers and that women have less clearly-defined career goals. Moreover, respondents suggested that too much focus on the concept of a glass ceiling "can be a self-imposed limiting factor."

Even if the glass ceiling does exist, however, it has moved higher, the report noted, "as women have now attained close to a third of middle management positions in many countries."

There are key actions women must take in order to achieve career success at a level comparable to male peers, CareerCurve respondents said:

* Women must be intentional about building and communicating their value. The women executives surveyed were clear about their career ambitions and took steps to communicate their value to their employers. "One of the biggest roadblocks is women's own self-doubt," the report noted, caused, in part, by "the internalization of stereotypes."

* Women should identify and enlist sponsors and mentors. As SHRM Online has reported<http://www.shrm.org/hrdisciplines/Diversity/Articles/Pages/BenefitsofSponsorship.aspx>, when such relationships are at their best, they provide positive benefits for women and their sponsors and mentors. But women cannot wait for such relationships to be created for them. "You need to be proactive in developing cross-functional relationships while gaining a solid understanding of the business," Suzanne V. Forsythe, vice president of human resources for STERIS Corp., said, in the report.

* Women should seek assignments and promotion to positions with profit-and-loss responsibilities. "Too few women gain the experience of running a business as they progress up the career ladder, and this lack of experience minimizes their chances of landing top executive roles," the report noted.

* Women should invest in personal and career growth initiatives. Regardless of their life plans, the women interviewed by CareerCurve remained fully engaged and took advantage of learning opportunities such as courses and certifications. "They kept their minds challenged and their relationships fresh and intentional," according to the report.

"Women who have risen to the highest ranks of their profession view work/life balance as a myth," the report noted. Respondents said they have learned to set priorities, delegate responsibilities and apply team values to managing their personal and family lives. "Planning, excellent multi-tasking skills, a good support system and a sense of humor are essential to managing a challenging career and a healthy family life," said Virginia Albanese, president and CEO of FedEx Custom Critical, in the report.

Obstacles Remain

Sources consulted for this article agreed with many of the findings of CareerCurve's research, particularly those that laid some of the blame on women themselves.

"People assume that if they just do a great job, someone will notice it, and it's not necessarily true," said Susan Meisinger, SPHR, J.D., a member of the Global Advisory Board at Association of Executive Search Consultants (AESC). "You have to raise your hand and volunteer to do more and seek out opportunities to demonstrate what you're capable of."

She noted, however, that this is an obstacle faced by men as well as women.

Yet Meisinger, a former president and CEO of the Society for Human Resource Management (SHRM) and a fellow at the National Academy of Human Resources and Human Resource Policy Institute, said she thinks that women sometimes equate being ambitious with being arrogant or believe that one must step on other people to get ahead.

She doesn't see it that way. Meisinger said individuals must simply convey to others that they are confident they can make a greater contribution to the organization.

But a lack of self-confidence is what holds many women back, according to Mary Cheddie, SPHR, senior vice president, human resources for Interval International and a former member of the SHRM Board of Directors. She said women are more likely to doubt themselves and question, often to others, whether they are capable of handling a new project or assignment, while men are more likely to express confidence immediately. Women are not afraid to talk to others about their fears and concerns about a new assignment, she said. "It is almost like we need to hear ourselves talk about it so that we can get our head around it, and then we [can] do it."

This can lead some to question a particular woman's abilities.

That's why Cheddie suggested that women "keep quiet" rather than expressing such doubts out loud and talk through their concerns in private, ideally with a mentor. "We should know that we are not being asked to do something unless we really can do it and, after all, if we don't take on new things, how will we ever grow?" she added.

When women need to verbalize concerns, however, they should seek the counsel of a trusted female peer, when possible.

"Women need to better mentor each other, 'watch out' for each other, and openly (and privately) support each other," said Laura Viehmyer, vice president, human resources at DAI, a development organization, in an e-mail sent while traveling on business in Afghanistan.

Stepping outside of one's comfort zone is crucial, sources said. Women, especially, must be willing "to be aggressive in going after what they want," said China Gorman, CEO of CMG Group, a talent management consultancy in Las Vegas.

But such aggression must be backed up with competence.

Gorman, who has held a series of senior-level positions, including that of COO for SHRM, said it takes equal parts performance, confidence and authenticity for women to achieve their goals. This means they should always exceed goals, be willing to disagree, be approachable and "be your best you, not someone else's version of you as a leader."

What Organizations Can Do

Cheddie said organizations can offer developmental opportunities, mentors and 360-degree feedback to women to help build confidence and ensure that they exude confidence in their dealings with others. "I grew up primarily with men and have been the only female in mostly male-led organizations, so I saw their behaviors modeled day in and day out," she said. "I think this helped me quite a bit."

In addition, organizations should be sure that individual leaders are not imposing limits on female colleagues by their words and actions.

Cheddie, who played basketball most of her life, said her high school coach told her she was "a horrible outside shooter" and that she should shoot only within five feet of the basket. So that's what she did. However, her college coach, who had a different opinion, said she was "a dead-eye" for making longer, three-point shots. "I never even tried [three-pointers] in high school because I was told that I was 'terrible,' " she told SHRM Online. "Yet I was NOT terrible. I not only could do it, I did it VERY well."

Viehmyer recommended talent management efforts such as executive leadership and coaching programs for women, particularly those that balance risk-taking and decisiveness.

Other sources agreed.

"The next generation of leaders-male and female-is inside our organizations right now," Gorman told SHRM Online. Thus, employers should pay "serious attention to succession planning," provide "stretch opportunities for all employees" and encourage and support continued degree education financially, she said.

But an organization's failure to take such actions should not prevent women from trying to reach for the top.

"I got to senior levels by taking assignments no one else wanted and succeeding with them, by being flexible about location ... and by letting the senior executives in my organizations know what I wanted," Gorman said.

"I think the best thing organizations can do to help women attain top positions is to have women in top positions," Meisinger said in an e-mail. "First, it signals to women in the organization that there is a future for them since other women have been able to rise to the top. Second, women who have been successful in rising to the top have an appreciation of the challenges that women face and will be able to mentor those who hope to do the same."

Moreover, women leaders are more likely to encourage flexibility in the workplace, Meisinger added, because they understand the logistics of working and raising a family, the balance of which is more likely to burden women than men, she noted.

That is certainly the case for many women in India, according to Nirmala Menon, founder and CEO of Interweave Consulting Pvt. Ltd. in Bangalore. She said that multiple role expectations placed on women by society and by themselves, combined with long hours at work and "the lack of equal partnership from spouses on home-life management issues," take a toll on women over time.

"Having to constantly struggle in organizational cultures which are generally political power games-for which most women have neither the time nor inclination-and then not being recognized for their efforts tires [women] out," Menon told SHRM Online. "These constant inner struggles then seem too high a price to pay for career advancement."

The result, Menon said, is that many women, in India and elsewhere, "recalibrate their lives" in favor of self-employment, community work or other interests.

That's why Menon asserted that career success for women must come from collaboration between organizations and individuals. She said organizations can encourage women to step out of their comfort zones early in their careers so they build confidence in their abilities. Next, they can prepare women for more challenging roles in line and profit-and-loss functions. "This, combined with a sensitive work environment, supportive family-friendly policies and internal sponsorship, are bound to retain [women] and help [them] succeed," she said.

The URL for this article is: http://www.shrm.org/hrdisciplines/Diversity/Articles/Pages/BreaktheGlassCeiling.aspx

It is available online only for SHRM members

Climbing the Corporate Ladder - Our Experience

2011-10-31T08:41:00.000+05:30

Recently, we, at Interweave, met a high-energy and vibrant group of women.

This group of professional women had been nominated by their organsiations for our Open Program, Climbing the Corporate Ladder.

This program, aimed at identifying and addressing the unique challenges that professional women face, saw a powerful interaction not only between us and the women but also among one another. We recognize that each group of professionals brings a set of their own challenges to the workplace.

This program, however, explored the challenges that women deal with. The group explored concepts like assertiveness, learning to say no, dealing with power and conflict among others. We also facilitated the group to identify strategies that will help them effectively deal with such barriers so they can reach their full potential at work. Introspection naturally flowed into the session as more and more participants saw where they were being unfair in their high expectations of themselves, to perform well at both the work and home fronts. Listening to other participants share how they had dealt with the situation in their own way, brought new ideas to the table. The sense of camaraderie was quite high.

The program energized not only the participants but also us at Interweave!

We are looking forward to having such enriching experiences with more groups in the times ahead.

Is weight the new race?

2011-10-04T14:30:00.001+05:30

Along with other dimensions such as race and gender, obesity has emerged as a new concern that calls for inclusion and diversity training. Overweight and obese people are often subject to discrimination in hiring, promoting and recruiting due to preconceived biases.

It is easy to understand why issues about obesity discrimination are being raised more frequently these days. Countries across the world are grappling with obesity issues. According to the American Obesity Association, 127 million adults in the US are overweight, 60 million are clinically obese, and 9 million are severely obese: figures that constitute roughly 66% of the US population.

With one of the fastest growing diabetic population in the world, coupled with the modern sedentary lifestyle, India will soon face the reality of a workforce battling weight issues. Additionally, obesity carries huge social stigma, making it crucial for employers to address social stereotypes related to weight, such as laziness or lack of discipline, in the workplace.

Companies must sensitise managers and employees to the fact that weight issues are medically attributed to social, cultural, physiological, metabolic, and genetic factors; rather than negative stereotypes. As with any other discrimination, obesity related diversity begins with providing an environment that doesn’t encourage prejudice.

What you can do:

· Practice diversity and inclusion right from recruitment through to training and management levels

· Examine merit on individual basis

· Making existing facilities used by employees readily accessible to and usable by overweight or obese people such as larger ergonomic chairs or specifically designed ladders and harnesses in factories

· Job restructuring and/or modifying work schedules

· Promote a healthy lifestyle within the company through healthy food choices in cafeterias and vending machines

· Offer voluntary health risk appraisals through health plans and health professionals to obtain baseline data

· Hold sessions on wellness, stress management, and other weight related ‘triggers’

Many organisations have recognised the reality that a combination of high-stress lifestyle, unhealthy foods and low exercise affects the mental and physical wellness of employees. However, while health programmes are a good idea, avoid those that specifically target obesity. A health programme should focus on health more than weight, so that there is no stigma attached to the programme.

Stigmatising on the basis of weight has the same detrimental effects on your business as with any other form of discrimination – it reduces the impact of your diversity and inclusion initiatives.

If your organisation is planning initiatives around diversity & inclusion, we at Interweave would be happy to help.

Mentoring systems - Are they as effective as they could be?

2011-09-19T09:44:00.002+05:30

Most reputed companies have an effective mentoring system in place, where new employees are assigned mentors, who will take their mentees’ career goals into account while helping them chart out their personal and professional paths. A mentor should be able to play the roles of ally, catalyst, networker, advocate, personal and professional developer, information source, listener, emotional supporter, role model and coach. The mentee should be a learner, self-developer, communicator, listener and implementer.

Would these mentoring systems be more effective if mentees had a say in whom they would like to have as their mentors, or is it better that they learn to look up to new types of people within their organisations rather than those they might have more in common with?

Increasing trends towards Western wear - a sign of empowered women ?

2011-09-16T08:30:00.001+05:30

Retailers have recently noted the trend towards wearing more western attire. This may have stemmed from the fact that school uniforms, which people have spent a good decade or so of their lives in, are mostly of the western style. Whatever the reason, the fact is that now, the inclination towards purchasing western wear is growing at a faster pace than Indian wear. Could this be due to growing empowerment of women who now choose comfort and practicality over traditional attire that the previous generation was expected to wear without a second thought?

Climbing the Corporate Ladder

2011-09-13T12:49:00.000+05:30

Interweave presents "Climbing the Corporate Ladder" - an empowerment program for women employees to transform their limiting beliefs and behaviour patterns to reach their full potential at work.

Only 2 days left to avail of the Early Bird offer! Hurry!

Climbing the Corporate Ladder

2011-08-23T17:23:00.000+05:30

Find out about our one-day workshop, designed to help women build and sustain their personal power, in the invite below. Make sure you avail the Early Bird Offer!

Breaking Stereotypes

2011-08-19T16:05:00.000+05:30

Zoya Akhter’s Zindagi Na Milegi Dobara(ZNMD) has broken many mind-made/societal shackles we live by to show us that true happiness doesn’t come dressed in the colour of money one makes, the country we come from, or one’s so-called ‘cool’ appearance. It comes, simply from recognising and accepting the difference around us, doing away with stereotypes, and opening our hearts and lives to the richness of diversity around us.

Right from the onset, the film is a lesson in diversity and inclusiveness, which corporate India can easily leverage. The three friends on the bachelor party are poles apart… two of them don’t even have an easy equation to begin with, but they stick it through to experience life like they never have before. And therein lies one of life’s biggest success lessons.

There is also the adventure sport each protagonist plans – the rule, everyone does what is chosen, come what may. So while we have Hrithik shivering with fear as he deep-sea dives, we see Farhan biting his nails when he skydives. But the lesson is a clear one – they accept that another’s choice could be different and go ahead and try it. The result – exhilaration and pure joy. Because, sometimes the path chosen by another is not the way we see it; nevertheless, give it a fair chance and one never knows what roads open ahead!

In fact Zoya breaks stereotypes in almost all frames. Who says a pretty girl of Indian origin (Katrina), working out of London, cannot take a break of 3 months to teach deep sea-diving in a remote corner of Spain? We’ve been fed on films where the Hindi film hero is Mr Perfect but not in ZNMD where each protagonist confronts their own fears in different ways, making them real and human.

And, just when the moment of realisation happens for Hrithik (the one carrying the maximum number of pre-fixed notions of who should do what: he is judgmental, difficult, and pretty much today’s corporate high-performer), Zoya does something beautiful – for the first time in Indian cinema, Hrithik’s right hand (which everyone knows, has a 6^th digit) is used to describe the gush of emotion he feels. This, to me is big, because in Hindi cinema (and in the everyday workplaces), imperfection is a dirty word. If one is not perfect at something, they’re no good… not worth a second chance. The director breaks a huge stereotype here for cinema-goers – Hrithik finally discovers his element and revels in it… nothing could depict the moment better than him being comfortable in his own skin. What the audience experiences with him breaks the barriers that we’ve carried in our minds for so long. Suddenly, appearances don’t mean anything, the experience does!

There is ample learning throughout the film… but the biggest one I have chosen to take away is the above. Because, not a day goes through when I don’t see occurrences in the workplace where someone is not given an opportunity due to a stereotype logged in a manager’s mind. Just the other day, I heard of a lady who was denied a visit to a client location in the US, because she had had a baby six months ago and the manger didn’t think she would be willing to travel yet. She however, would have been happy to make arrangements for the 5-day visit.

Then again, how many times have expecting mothers been denied plum roles in a team, when she is soon going to be on maternity leave? Or how often are good-looking women hired for the front-office desk – or even a position on the sales team? Even at schools, I see children facing discrimination when parents cannot be excessively involved with the extra-curricular activities as the school demands – mothers of course are asked to play a larger role… do fathers even get asked to teach something extra to the children? And what does a child do if their mother has a more demanding career than the father and can’t make the time?

Walk into any 5-star property in the city and watch the difference in the doorman’s salute to those who step out of expensive cars in posh clothing, versus an inexpensively-dressed family, who might actually be carrying the money to dine in the restaurant there.

These well-recognised stereotypes are strongly conditioned indeed. While it is difficult to make the immediate change, being aware of it itself is a good start. Somewhere we will begin to check ourselves at it. Because until then, someone somewhere is losing out on opportunities, on a maximised experience, on life…because of the pre-conditioned mindsets we all carry.

The movie has managed to convince some people that they are ready to change. But the big question is, is India ready? Because, unfortunately a film, which leaves us with so much, grossed only 30% at its opening on the box office and is called a ‘flop’ where all the other films that opened with it, were ‘hits’. Has it become another victim of stereotype?

August 2011 Newsletter

2011-08-09T15:32:00.001+05:30

Is pregnancy sure to deter our career advancement? How much is this up to us and how much support can we expect from our company? How do we handle employees from different generations working together? How do we manage employees who are change-resistant? All this and more!
Presenting our August 2011 newsletter - We welcome your thoughts and ideas!

http://interweave.cc/newsletter/aug2011/newsletter.html

Why Are Indian Women So Stressed Out? Interweave in an 'Knowledge @ Wharton' article

2011-08-01T10:41:00.001+05:30

Women in urban India have easy access to domestic help: A full-time maid, cook or driver are not uncommon in their households. Of course, these are luxuries that most working women in the rest of the world can only dream about.

But a recent survey by global research firm Nielsen illuminates another picture. Covering 6,500 women across 21 developed and developing countries, the study’s results show that women in India are the most stressed out. Of the respondents in India, 87% said they felt stressed most of the time. They are followed by women in Mexico (74%), Russia (69%), Spain (66%), France (65%) and Italy (64%). In the U.S., the number is at 53%.

What exactly is weighing on women in one of the fastest growing economies in the world? The Nielsen survey’s respondents point to the requirement of managing multiple roles.

One could well argue that this particular condition exists for women across the globe: Juggling roles at home and work are a given. There is a difference in India, however, says Nirmala Menon, founder and CEO of Interweave Consulting, a Bangalore-based firm that focuses on diversity management and inclusiveness in the workplace. Menon notes that even as career opportunities for women in India are on the upswing, the support structure and social mores have not kept pace. “Nor has the internal psyche of the Indian woman,” adds Menon. “Despite ‘modern’ times, traditional expectations of women are still conveyed in subtle but consistent ways. The Indian woman has far more familial interfaces to manage than her western counterpart.”

According to Hema Ravichandar, human resources advisor and formerly the global head of HR at IT firm Infosys: “Regressive mindsets in society and the workplace; a culture that rewards performance based on effort — with the number of hours spent [working] as proxy indicator — rather than result; rigid work policies which do not factor in the need to spend extra time at home during critical phases like childbirth, adoption, etc., are unique to India.”

There are other reasons, too. Technical infrastructure support and enablers are at a nascent stage in the country as compared to the developed economies. Options like working from home, flex-time, telecommuting and so on have arrived only in the recent past in new industries and are still evolving. “Even in companies which have these facilities, it is not construed as the right thing to do if you are serious about going up the corporate ladder,” says Ravichandar.

A lack of women in executive roles mirrors this. A report by Standard Chartered Bank points out that women constitute only 5.3% of the total number of board members in the top 100 Indian companies by market capitalization on the Bombay Stock Exchange. This is much lower than in other countries, including Australia (8.3%), Hong Kong (8.9%), the U.K. (12.2%), the U.S. (14.5%) and Canada (15.0%). The number of Indian women in middle and senior management roles is not much higher.

Meanwhile, the latest employment data show that worker participation (the ratio of workers to population) fell to 39.2% in 2009-2010 from 42% in 2004-2005. While the decline is marginal for men — from 55.9% to 55% — it is significant in the case of women — from 29.4% to 23.3%. Analysts say that one reason for this is that as men in the family start earning more, women, especially in the lower middle class, opt out of the work force for reasons of social status. In his column in the daily newspaper Times of India, Swaminathan Anklesaria Aiyer noted: “Social mores, especially in the lower middle class, give superior social status to households where women don’t work. When a family with rising income decides to keep females at home, it literally buys social status with the income foregone.”

But the survey’s implications go beyond individuals or families. All of this has wide ramifications for India’s continued economic growth. If the support structure and attitudes towards women, both in the workplace and in society at large, don’t change, women will either simply opt out of the workforce or — faced with endless stress — be far less productive than their true potential. This will result in a sharp blow to the country’s demographic dividend, which though touted as a key factor in India’s growth, is under its own stress. The window for growth is small and, as Ravichandar points out: “Having women as part of your workforce is no longer a nice-to-do but a must-do.”

Source: http://knowledgetoday.wharton.upenn.edu/2011/07/why-are-indian-women-so-stressed-out/

Our e-learning solution

2011-07-25T15:21:00.000+05:30

Looking to create a safe work environment for all?

Check out Interweave's e-learning solution to recognise and prevent sexual harrassment at the workplace. "No Excuses" is a great cost-effective tool to create awareness among employees. Prevention is better than cure!

Whose concern is it?

2011-07-21T12:08:00.001+05:30

The article “Let Us Continue Work in Bar, Say 3 Women” in the July 8^th issue of The Times of India talks about how these 3 women have petitioned to let them continue working as bar stewards. Now, safety of employees, according to the law, is the responsibility of their employer. So how does the government, being the upholder of the law, have the right to suddenly decide that women can work at five- star hotels but not bars? Especially when the women themselves say that accommodation and safe transportation have, in fact, been given to them by their employer.

On one hand, the government claims to have the safety of these women in mind while on the other hand, it has unfairly pushed them out of this space of employment while they want to continue working in it.

Should there be a line that the government should not cross, between ‘protective’ and ‘stifling’? Or should the women be grateful that someone finally has their welfare in mind?

She is worth the wait!

2011-07-13T15:22:00.000+05:30

Women form a significant part of the workforce today, bringing into focus the need to manage unique issues such as pregnancy and post-maternity, a business priority.

Issues facing the post-maternity women workforce need to be addressed because when inadvertent discrimination occurs, not only do companies lose out on trained and existing talent, but they also face the costs of replacing staff and hampering a productive work environment.

A recent report by NASSCOM estimated that companies can generate a return of around 8 per cent by adopting family friendly policies. As talent becomes scarce across all levels in the organisation—women power if leveraged, can bring significant benefits to all stakeholders.

At Interweave, we recommend that organisations:

Addressing the needs of the post-maternity employee, begin by acknowledging her contribution and empathising with her new roles.
Formulate comprehensive maternity policies as well as build support systems to help her stay connected with the organisation during the period of maternity. Women should be allowed to return to work when they are ready and when adequate child-care arrangements are in place.
Formulate empathetic and inclusive policies such as gradual transition into workload, staggered working hours, working from home, and child care to help your employees work and perform better.
Enable the women to have their work life balance by providing the appropriate support systems and permit women to have flexible schedules that will help them remain productive.
Create a clear productivity measurement model, amenable for women to work from outside the office. Women friendly policies have to be deployed in a fair and transparent way, resulting in neither misuse nor discrimination.
Companies can invest in technology infrastructure so that women can work from home or from satellite offices when needed, operate on flexible work schedules especially during the pre- and post-natal periods.
Remember to check frequently to re-assess the employee’s readiness and work satisfaction levels. Employees who feel supported through personal milestones are likely to be more productive and efficient.

At Interweave, we take pride in assisting organisations to invest more time and resources in helping women employees develop, participate, and contribute fairly and equitably. We recently helped a large global MNC launch a series of handbooks for their managers and employees to understand and work with maternity better. The request for this had specifically been generated when Business Units internally noticed that managers needed support to work around expecting mothers. Companies that take efforts to develop and retain competent women benefit immensely, not just through home-groomed talent but by being able to attract fresh talent as well.

Not only does an inclusive work environment spell wonder for your company’s branding (yes, go ahead and ask the happiest women employees you see and you’ll see that their workplace boasts of rich women-oriented policies) but research has indicated that diverse and inclusive organisations show characteristics of improved problem solving, creativity and innovation.

It's discreet, but is it adequate?

2011-07-04T13:48:00.003+05:30

Do the Dominique Strauss-Kahn kind of incidents come to light in the Indian hospitality sector? A leading Indian magazine delicately probed the issue, in a recent article, to show how cases of sexual harassments by guests are becoming a greater concern for the industry. It also showed how often such cases are handled with ‘discretion’ to ensure there’s no harm to the hotel’s, staff’s, or individual guest’s reputation.

Let’s move away from the hospitality sector and broaden our canvas to include all organisations across sectors. While many organisations treat cases of sexual harassment with discretion, what is often missing is an official mechanism to see the process through.

The Supreme Court of India has set out guidelines for all organisations to follow when dealing with cases of sexual harassment. This includes having a complaints committee to prevent and look into such matters. Here are some of our recommendations, based on the Supreme Court guidelines, for the Internal Complaints Committee.

Ø The Internal Complaints Committee should consist of 5 to 7 members.

Ø The Committee should be headed by a woman employee, who shall be its Chairperson.

Ø There should be at least one person selected from an external group, like an NGO that works towards interests of women.

In our experience, we have observed that...

· Most employees are unsure about what sexual harassment is and how it can be addressed.

· Often employers themselves are ignorant and do not have established policies to deal with the matter.

· Stigmas, fear of tarnishing the company’s or one’s personal reputation, and lack of a suitable support system prevent people from voicing out.

However, sensitisation programmes and educative attempts are helping to highlight the damage caused by such issues. Employers are becoming more sensitive to the matter and employees are becoming more conscious how to contribute to creating a respectful workplace. We see an enormous interest from organisations asking us to conduct workshops and help them define the necessary sexual harassment policies. And it’s even better when an organisation that has already taken the first steps, decides to go a step further by conducting more sessions for further batches of their employees. Clearly, they have seen merit in educating their employees and creating a wholesome work atmosphere.

What steps has your organisation taken in this direction? Write in and tell us.

Respectful Workplace with Gender Diversity

2011-07-01T11:46:00.000+05:30

We are happy to share pictures of a session conducted by us for the government sector in Chandigarh. We were invited to participate in a seminar on ‘Respectful Workplace with Gender Diversity’. Our CEO, Nirmala Menon participated in the event, touching upon the challenges that face diversity and inclusion in India.

Interweave used interesting tools to highlight some of the inherent stereotypes and prejudices that exist within all of us and how these can impact performance and productivity at the workplace. Underlining the need to bring greater diversity to the workplace, we drew the attention of participants on the need to consciously nurture a respectful workplace.

The event provided an interesting platform to discuss some of the most challenging issues around gender inclusion at work. Several senior representatives from the Civil Services, Police and Income Tax were present at the event.

Happy Father's Day!

2011-06-14T12:33:00.003+05:30

Interweave celebrates fathers all over the world on this special day! Join us by recognising the joy fathers bring to our lives. Download the image below and tag fathers thanking them for all that they do for us.

Click on image for larger view & to download

Note: Father's Day is on the 19th of June 2011.

Working Moms!

2011-05-15T10:41:00.002+05:30

Becoming a mother means changes in various aspects of a woman's life - from physical to emotional to her work life. How does a woman, coping with these various changes, make a smooth and professional transition back to work? DNA covered Nirmala Menon of Interweave on her take at managing motherhood at work. Click on the image below to read through the article.

Interweave has been working in this area creating solutions for managers and women employees to manage maternity at work efficiently.

We would love to hear your ideas and suggestions that could help working mothers everywhere.

"Recognising & Preventing Sexual Harassment at Work" - NASSCOM & Interweave's Workshop - 20th May, Gurgaon

2011-05-05T13:05:00.000+05:30

Click on image to bigger view

"Don't Ask, Don't Tell"

2011-05-02T14:03:00.000+05:30

Times have changed. Laws have changed. But have things really changed for the LGBT groups in workplaces? Are we managing their unique needs and challenges well at our workplaces? Share your thoughts or experiences with us.

Click on the image below for a bigger view.

E-learning on Preventing & Recognising Sexual Harassment at Work

2011-04-26T15:20:00.000+05:30

Here is a preview of our e-learning module on preventing and recognising sexual harassment at work. Its a great tool to reach out and educate individual contributors in your organisation.
Click on the image below to view it.

Interweave In the News! Speak up, Woman!

2011-04-05T12:26:00.000+05:30

How do women make themselves heard and expand their ‘space’ in the corporate world

Women often assume that their work will speak for itself. It won’t. You have to go beyond documenting your results; make sure your boss and others are aware of your individual contribution. To achieve your goals you must know how to motivate yourself. Nirmala Menon, founder and CEO, Interweave Consulting Pvt Ltd, gives tips on how to get noticed and push your limits at the workplace.

1, When a colleague questions your leadership ability....

» Take a deep breath and calm down. Don’t react.
» Paraphrase the other person’s query in your own words. Take more time to think of a response.
» Asking questions is a good way of a comeback. For instance, ask questions like: “Are you suggesting that I am not capable of doing this?” “Why wasn’t this raised earlier?” “Do you have data to support your suggestion?” or “Who have you consulted about this?”
» Use facts/data to defend and support your position.
» Seek cooperation – don’t be afraid to ask a team member, senior managers or organisers for support with their thoughts/data.

2. When your senior colleague takes all the credit for a project ignoring your contributions...
» Describe the behaviour or event without any judgments or assumptions about intent.
» Express feelings or explain the impact the person’s actions had on you.
» Specify what you want the person to do in the future. Start by saying: “When you…(describe the person’s behaviour), I feel…(state your emotion) and I would like…(state alternative behaviour).”
» If it is post the event, you can also request your senior to send you a note of acknowledgement for your contributions with copies marked to the manager and other key stakeholders.

3 Good performance alone is not enough to get you rewards. You need to be known and seen by people who matter so you can develop a wide range of skills that will make you an effective manager.
» The first challenge is to ensure that the ‘powers-that-be’ know about you.
» You must get involved in teams/projects outside your job.
» Eat in the cafeteria and go to events that senior managers are likely to attend.
» One must speak up in meetings to get noticed.
» Participate in events/committees that interest you and hold volunteer positions in them.
» You can also expand your reach and network through social media — Facebook, Twitter, Linkedin, etc.

4. You feel sidelined because of your lack in language skills...
» It’s strategic to develop a skill set that’s valuable for the company and more in line with what your end goals are. To succeed, you need to raise your hand to new opportunities. There may be a risk factor involved but assess the risk rationally by evaluating:
» What is the worst that can happen?
» If this did happen, could I live with the outcome?
» Don’t wait to be inspired; Get inspired. By taking initiative you’ll gain skills and learn more about your company and the market it serves. It will also help to be less bored at work because you won’t be stuck in the same old routine.

5 A senior colleague gives you unwanted attention and you feel uncomfortable and agitated but don’t want to be rude to an elderly and popular person in office.
» A person doesn’t have to touch you to sexually harass you. A proposition need not be direct and can be as insidious as a remark or a joke. One should express strong resistance the first time it occurs. Firmly, clearly and directly, tell the harasser to STOP. If not, the offender will be encouraged to continue. If uncomfortable doing so, report the matter and use the resolution process in the organisation so the problem is properly handled.
» Do not ignore or deny if you see offensive behaviour.

Your complaint is important. It could happen to other people. Maintain self respect at all times

Source: Bangalore Mirror dated 2nd April - http://www.bangaloremirror.com/article/74/2011040120110401201102704739b66d2/Speak-up-woman.html

Making Workplaces Work for Women!

2011-03-31T14:53:00.001+05:30

Click on image above for larger view

Share your thoughts on how to make workplaces work for women.

A Case Of A Conversation: handling sexual harassment

2011-03-24T14:13:00.001+05:30

A boss or a colleague doesn’t have to touch you to sexually harass you. Many women can attest to feeling uncomfortable with little or no physical contact. A proposition need not always be outright: it can be as insidious as remark or a joke. All this and more were discussed in the recent conversations Interweave conducted at a professional financial services firm in Bangalore last week.

Take an example of two colleagues travelling in a car. The male makes a reference to a recently released movie that explores the relationship between an older man and younger woman, attempting to gauge his female colleague’s reaction to a similar proposition. The woman feels uncomfortable and agitated and lodges a complaint with the HR.

Verbal sexual harassments of such kind are common, and can affect the work atmosphere. If ignored, it can lead to repeated situations of harassment, the consequences of which may become difficult for the company to bear. This kind of behaviour, therefore, must be nipped in the bud.

The case is a lesson for teams at large that colleagues and employees should not indulge in conversations which can be perceived wrongly. The concern is how the context is perceived, not what is implied.

Once it has been perceived wrongly, not only does it mean malicious spreading of rumours that tarnish the company and employee’s reputation, but it also spreads ill will and makes it progressively difficult to work in the environment – eventually leading to attrition. Before the harasser takes such a situation forward, the so-called victim should nip it in the bud.

The best method is to understand what your rights are, what is inappropriate work behaviour. With this knowledge, you can be more confident of the decisions you make concerning the situation. In the above mentioned scenario, it would be ideal for the woman to have said such conversations make her uneasy or that she wants to keep her comments to herself, while making other polite conversations.

More and more companies are trying to address such unwanted situations at work by equipping employees with techniques to prevent and handle possible harassment. Not only does this gear your workforce for higher productivity but it also protects the firm from any resulting legal tangles. Sessions like these can certainly help employees understand that it’s not always necessary to escalate issues or make complaints: sometimes the employees themselves can handle such inter-personal cases appropriately and douse a spark that could later have flared into something bigger.

What are your views? Mail us on the cases you may have come across.

This Women's Day gift your women employees a ladder to success!

2011-03-03T12:46:00.004+05:30

Find out about our two-day workshop, designed to help women build and sustain their personal power, in the invite below. Make sure you avail the Early Bird Offer.

Which Countries Are Best For Women In Business?

2011-02-21T12:54:00.000+05:30

Check out interesting data through the link below.
Your thoughts or opinions are welcome.

http://www.fastcodesign.com/1663190/infographics-of-the-day-which-countries-are-best-for-women-in-business#

"No Excuses" anymore!

2011-02-07T11:56:00.000+05:30

Workshop on Preventing & Recognising Sexual Harassment at the Workplace

24th Feb, 2011 @ Pune

Please reach out to us for any queries or further information.

2011-01-31T12:56:00.000+05:30

2011-01-31T12:50:00.000+05:30

Women and Science

2011-01-19T12:25:00.002+05:30

Click on article for larger view

Source: TOI, 17th January'11.

Interweave partners with Nasscom for Gender Parity handbook

2010-12-22T13:03:00.000+05:30

As organisations compete for human resources amid an increasingly heterogeneous workforce, companies must serve the diverse needs of the workforce or risk losing them to competition. Organisations with low female employee ratios are forced to select workers from a smaller pool, reducing their ability to find top performers.

The need for gender diversity in the workplace was at the forefront of a recent Nasscom conclave, which also saw the launch of Interweave’s ‘Good practices in Diversity Management’ handbook.

Compiled in association with Nasscom, the report looks at proven gender parity approaches including talent acquisition and retention, and personal and professional development, targeting the specific needs of the female workforce. Some of the best practices discussed in the handbook include Talent Acquisition (How to attract, search and select the workforce you need); Talent Management and Retention; Performance Management; Personal and Professional Development; Work Life Balance and Family Friendly Policies; as well as Organisational culture and Inclusive Environment.

The handbook offers options for beginning a successful journey in workplace gender diversity. It is replete with applicable best practices, practical tips, affirmative policies and motivational success stories tailored for the Indian workplace.

Write to us at --- for a copy of the Good Practices in Diversity Management handbook today!

Managing Diversity in the Multi-Generational Workplace

2010-12-22T13:00:00.000+05:30

If you think age diversity doesn’t affect your workplace, think again.

Whether you’re grappling with younger workers who view your company as a stop gap arrangement, baby boomers, seasoned workers who still live in the ‘our days’ syndrome, Gen X’ers or young managers grappling to gain the respect of older subordinates, the Indian workplace is replete with intergenerational diversity.

If you think these issues will go away, retire away or mature for the better, you might be a little too optimistic – a society rooted in tradition will continue to grapple with the effects of change and needs planned interventions. Older workers are deferring retirement, baby boomers are still climbing the corporate ladder, and younger employees are holding middle and senior management roles.

Organisations need to understand the complexities of this issue to tap the opportunities associated with an intergenerational workforce and stay competitive. As more companies address the issues associated with these challenges, those not leveraging generational diversity will be left scrambling.

The first step to creating a harmonious workforce is building a corporate culture where generational differences are understood and appreciated. Then organisations must understand the needs and expectations of different generations to provide them with the right kind of opportunities. For example, mentor programmes that allow mature workers to pass along their experiences to younger workers, are a great way to build intergenerational rapport. And finally, help your managers and HR team by empowering them through suitable training.

At Interweave, we advise you to create a multigenerational diversity strategy for your organisation, covering measurement of impact, motivating differing generations, seamlessly bringing together differing working styles and pace, managing expectations, and inter-generational communication along with managing conflicts.

Turn your challenges into an opportunity to grow and succeed. Get in touch with us to strategise and build a cohesive and productive inter-generational workplace, today!

Impacting CSR in Asia

2010-11-30T11:53:00.000+05:30

Those inclusive HR best practices serve not just a company or sector, but also the broader business community, was the resounding chorus at the recently concluded Diversity & Inclusion in Asia 2010 Conference, in Hong Kong.

The conference was organised by the Hong Kong-based Community Business, a non-profit organisation that helps companies improve their positive impact on people and communities.

Now in its fourth year, the Diversity & Inclusion conference has become the must attend diversity event for the region – raising the profile and debating the issues as they relate to Asia. The theme of this year’s conference was “Facing the Issues in Asia”, including economic and social divisions, caste, gender, homosexuality, generational diversity, disability, etc.

During the event thought leaders touched up on not just the most common aspects of diversity, but also addressing some of the tougher and more sensitive issues relevant to Asia, those that are diverse from the best practices of the West.

Nirmala Menon, CEO, Interweave, was the table host representing India at the breakout working lunch session. It was a great opportunity for Nirmala to discuss Diversity and Inclusion in India, touching upon issues pertinent to our cultural and social sensibilities.

With plans to bring the Diversity and Inclusion Conference to India next year, Interweave has partnered with Community Business to actively impact change in the D&I space in India.

Real and attainable: Building confidence in women employees

2010-11-30T11:50:00.001+05:30

As part of our expertise in diversity management and inclusiveness, we often tackle the unique and different challenges faced by women in the corporate world, including significant obstacles that are often invisible.

Women face several challenges in the workplace, including social and cultural stereotyping, gender bias and the struggle to balance work and family. However, there is one challenge which is entirely dependent on women themselves and under their control – that of confidence.

While women in workplaces across India today seem to face fewer entry barriers, thanks to increasing anti-discrimination practices, many women create their own glass ceiling thanks to a lack of confidence that prevents them from projecting themselves and their careers effectively.

This eye-opener was among the many interactions shared with participants at our confidence-building workshop for empowering women. The workshop, titled, Yes We Can! was conducted for the employees of a global internet search major, saw candid exchange of experiences and first-hand lessons, including how to raise visibility in the workplace, 360 degree networking with peers and sub-ordinates, and working with socialised limitations.

Packed with practical tips, techniques, and examples, the workshop was aimed at enabling women to tap the power of confidence and communication to persuade, motivate, establish authority – without sacrificing their integrity, compassion, or femininity. The various modules of the workshop – Pride and Prejudice (working with and around socialised limitations); Through the looking glass (packaging yourself professionally and nurturing a unique identity at work) helps ease the path of corporate success real and attainable for the participants.

Across the world, companies have realised the need for equitable gender participation in leadership. Workshops such as this are an assertive step by companies who want to empower their women employees to achieve their highest potential. What are you doing to help your team walk this path today?

Did you know……

2010-10-08T14:41:00.002+05:30

Source: Ministry of Labour and Employment (Annual report published in July 2010)

The first wave of the Millennial Generation—born between 1980 and 2001—is entering the workforce now. This generation may have been labelled reckless and impatient but are also known to be result and delivery oriented. Organisations are undergoing changes to accommodate the various needs and demands of this generation.

Are they bending over too much too soon?

Or does the Gen-Y hold enough promise to warrant these changes?

Share your thoughts.

Also, read about “Brats At Work” in Business Today’s September 19^th edition.

Welcome! Gen Ys at the workplace! :)

2010-09-29T16:00:00.000+05:30

Check out Interweave in the news!

Did you know……

2010-09-23T16:09:00.000+05:30

"In absolute numbers, there will be approximately 63.5 million new entrants to the working age group of 15-59 years between 2011 and 2016. Further, it is important to note that the bulk of this increase in the population is likely to take place in relatively younger age group of 20-35 years. Such a trend would make India as one of the youngest nations in the world. In 2020, the average Indian will be only 29 years old, compared to 37 in China and the US, 45 in West Europe and 48 in Japan. This trend is seen significant on the grounds that what matters is not the size of the population, but its age structure”
Source: Ministry of Labour and Employment (Annual report published in July 2010)
The first wave of the Millennial Generation—born between 1980 and 2001—is entering the workforce now. This generation may have been labelled reckless and impatient but are also known to be result and delivery oriented. Organisations are undergoing changes to accommodate the various needs and demands of this generation. Are they bending over too much too soon? Or does the Gen-Y hold enough promise to warrant these changes?

Do share your thoughts.

By:Neeti

Keep it safe!

2010-08-26T17:49:00.003+05:30

High profile cases of sexual harassment in the press have certainly had an impact in the Indian workplace. An increasing number of Indian corporate firms have now stopped pushing issues under the carpet and instead, address them as important business issues. This, not only creates a ‘healthy’ work environment, but also safeguards against, reputational, operational and legal risks.

All this and more was discussed at our "No Excuses for Sexual Harassment" workshop, conducted in Delhi on the 25th of July this year. This was our fifth workshop on the subject and was well received by over 30 participants, representing 21 corporations. Mr Som Mittal, President, NASSCOM, opened the session and impressed upon the participants, the need for better awareness and understanding on the subject.

The workshop focussed on educating employers on their responsibilities on recognising and preventing sexual harassment in the workplace. The interactions with the participants, and the candid exchange of experiences during the training, were indeed eye-openers for many participants, some of who came forth with first-hand experiences. The session was followed by a sharing of best practices from organisations that had robust practices in place. A legal perspective was provided on all these cases, by a lawyer panel member.

We are glad to note that HR professionals present in the room were unanimous that although employees may cringe at the thought of having anything to do with sexual harassment, it is important to educate them on the occurances and types of sexual harassment. Most cases, unless voiced by the victim or another employee, go undetected and breed scared, unhappy employees, often leading to attrition. In other instances, the harassment matters get out of hand and attract unwanted media attention and legal wrangles.

Verbal and non-verbal advances, quid pro quo harassment, and harassment of male employees are no longer rare occurrences and are potential legal exposures in the office environment. Employers therefore are establishing policies to create respectful work places as part of their business mandate. This workshop was an important step towards this.

We, at Interweave, sure look forward to hearing the success stories emerging from there. Do keep us posted!

Yes we can: Identifying and pushing our comfort zones

2010-08-26T17:45:00.003+05:30

It was an interesting experience to listen to Prabha, an employee of a large public sector enterprise, at our workshop in Mumbai, last month. A qualified professional, Prabha reveled in playing the roles of a traditional homemaker as well as a high-performing professional in a non-traditional industry for women. Working in an all-male bastion such as the Oil and Gas sector is a commendable feat in itself and stands testimony to the determination and grit of these amazing women we met.

Conducting our first-ever workshop for the public sector, we loved the interaction with this amazing group of high-performing women who are at ease with heavy machinery and equipment, be it in the boiler rooms or on the shopfloors. Their experiences in trying to overcome some of their socialised limitations, were inspiring, especially in the midst of the prevalent prejudices that exist in a male-dominated work environment. These committed individuals are high performers today, and are indeed, valued employees at the company

The ladies were glad to have all-woman participation in the workshop. The candid discussions we had amply reflected this, as each of them opened up to talk about their day-to-day challenges in their professional environment. Listening to their varied ways of dealing with the challenges was quite a learning for us and for the participants, who realised that all of them were battling similar situations and could use each other’s experiences to learn from.

Our workshop, “Yes we can!” focused on helping these women set realistic goals and put their priorities in perspective. They were eager to learn and willing to push their comfort zones. We encouraged them with our modules on assertiveness and developing the confidence to speak up, influence others and seek support when needed. The inputs were very well received.

At Interweave, this workshop has re-iterated our belief that talent and potential is out there in varied forms and sometimes all it needs is a push in the right direction. This particular enterprise has done a commendable job at leveraging the potential of women who are statistically an under-represented talent pool at workplaces. We believe, that this pioneering effort will cascade into discernable benefits for the organisation. After all, engaging employees to leverage their full potential is a critical business need in corporate India today.

Please feel free to share with us any of your thoughts on this or let us know of any such initiatives at your workplace.

2010-06-22T11:49:00.000+05:30

2010-06-22T11:20:00.007+05:30

Working from home and flexible working arrangements seems to be the need of the hour and more organisations are taking the initiative to provide their employees with the best. What do you feel? How effective are these options? What can companies do to bring out the best in their employees?Click on the image above to read

2010-06-08T10:49:00.001+05:30

The lady wields the sword

Ages before women’s empowerment became a catch-phrase, women in India have stood on level ground with their male counterparts – sometimes even wielding a sword to prove it. The ancient martial art of Kerala – Kalaripayattu – had legions of female warriors who trained shoulder-to-shoulder with men, taking on the same unforgiving physical regime. One such legendary warrior, Unniyarcha, is said to have saved the women of an entire village with her valour, bravery, and especially her adroit handling of urumi – a thin, long, flexible sword.
Kerala’s martial folklore is replete with ballads praising Unniyarcha, and several bio-pics have been made on her life. She is always portrayed as a highly skilled, accomplished warrior, respected and emulated by her colleagues – male and female – and by legions of students. Today, when the armed forces commit to providing equal opportunities for lady officers, Unniyarcha’s story provides immense inspiration.

By - Pramod Shankar

Look out for the women!

2010-05-21T10:51:00.001+05:30

I came across an article called Hiring Tips, which really amused me at first and also got me to think if there was any truth in this at all!

Read on to know what I'm talking about; and yes, we are very keen on knowing what you think and feel about the same. So do add your comments!

Below is a part of the article I read.

To hire the right women -

1. Pick young married women. They usually have more of a sense of responsibility than their unmarried sisters, they’re less likely to be flirtatious, they need the work or they wouldn’t be doing it, they still have the pep and interest to work hard and to deal with the public efficiently.

2. When you have to use older women, try to get ones who have worked outside the home at some time in their lives. Older women who have never contacted the public have a hard time adapting themselves and are inclined to be cantankerous and fussy. It’s always well to impress upon older women the importance of friendliness and courtesy.

Hmmmm...
By Tasneem

Something that we hear way too much in recent times – Work-life balance!!!

2010-04-28T12:58:00.003+05:30

Just as the name suggests, and very simply put, work-life balance is an achievement of a balanced work and general life routine. I won’t say equally balanced, because it never works so right practically, but something which is and should be more realistic and rewarding.

Some people might ask… “What’s life if you don’t have work?”, on the contrary, what’s work if you don’t have a life?

There is no ‘one size – fits all’ method. Each of us live and prioritize differently. The best approach to take is when you can ‘Achieve’ and ‘Enjoy’ everyday life - from the smallest to the biggest of things. Being creative while cooking, accepting a mistake and learning from it, reconnecting with a friend after a really long time, making a presentation at work, overcoming difficult situations through rationalizing or even writing this article for the blog is a sense of achievement and very enjoyable for me personally!

In a nutshell, the only trick is to be able to “balance work and life’s equations between positive and negative experiences...”

Would love to know your thoughts on work-life balance... so go ahead and drop a comment!

Some interesting quotes for you:

"It is balance; we need it. The sad part is
that some people pay more attention to their credit than
they do to their own balance in life!"
Catherine Pulsifer, from A Credit Check on Your Balance

"I've learned that you can't have everything
and do everything at the same time."
Oprah Winfrey

"Looking back at the times where I allowed my work to create stress and frustration in my life I now realize what I thought was important really was not. I am not saying you should not take your work seriously, what I am saying is that we need to realize that life is all about balance."
Catherine Pulsifer, from Briefcase with an Engine

- By Tasneem

The spirit of Diversity!

2010-03-23T16:13:00.002+05:30

The demographics of our workplace have changed dramatically. Globalization has impacted all aspects of our lives. Every organisation today looks different from even five years ago - women, people with disabilities or people from far flung places in India or abroad are not a novelty anymore. Organizations in their hunt for talent are eager to have the best, and how and in what form they come is not important anymore. This vast diversity in such close proximity at work is a new experience for corporate India.
Diversity means differences and differences are rife with conflicts. It is easy for groups to disintegrate into cliques and sub-groups based on gender, language, religion or place of origin based on societal norms and influences outside of the organisation.
Our attitudes and behavior are heavily influenced by our own social identities and the identities we perceive of others. It is not so much about us being good or bad as it is about human nature and our own socialization. The good news, however, is that with a little bit of awareness and intention, we can counteract much of this.
People are DIFFERENT. But different doesn’t or shouldn’t mean one is "better" than another. Rather, "the sum is greater than its parts" must apply. Everyone has something to contribute and we must appreciate and leverage that.
Diversity Management is a new area of work in India and promises tremendous potential for the corporate sector.
In this endeavour, I look forward to our readers’ participation. The intent is to provoke public reflection on the issues of diversity and inclusion at work. Through your contributions, we hope to shape this medium to be a resource for senior managers and practitioners to have an open and fruitful dialogue to address the problems as we journey to an inclusive and productive work place. - Nimmi

Traveling is the best way....

2010-01-11T13:53:00.002+05:30

I brought in my new year in the esteemed company of the Mummies and Pharoahs in the land of camels, desert, dates and belly dance - Egypt!

What a difference in culture i experienced. The men and women interact in starkly opposite ways!

We traveled around upper Egypt. Alexandria, which in my experience was the best city I visited amongst others during this trip - very Greek and so well kept. I strongly urge everyone who reads this post to visit this beautiful city.

Cruising on the river Nile for 3 days and my ride on the Feluka - a self inspiring, thought evoking and extremely relaxing ride was the highlight of my trip.

Repeated time and again, but I'll say it yet once more..traveling sure is the ideal way to learn and experience Diversity at its best! - Tasneem

The Mosuo: Where marriage is not known

2009-11-09T14:12:00.005+05:30

The Mosuo are a tribal people that live in the northeastern chineses privince of Yunnan. Unlike most other societies, the Mosuo are organized in a matriachal system, with women being more powerful than men. Lets have a closer look!

Traditionally, Mosuo women are leading the extended family, with one of them being chosen as the head of it. They are responsible for the organization of work, financial affairs and relationships with other families and public authorities. Grandmothers, mothers and daughters can inhibit the same house, with uncles, brothers and sons being happily accepted. All the family sleeps together in the living room, except for the grown up women, that enjoy the luxury of private rooms on the first floor.

With the age of 13, boys and girls are considered adult, an event that is celebrated in the tribal community. If a child dies before this age, it will not get a traditional funeral.

Marriage is now practiced among the Mosuo and sexual relationships are practiced freely. This means, that when a woman and a man are attracted to each other, they will be dating and the man can come to the woman's private room in the evening, but has to leave from there before morning. Relationships can last very long and even for the entire life, but the friend of the woman will never be part of her family. Instead, he will stay with his parents and other relatives, as well as the children of his sisters and nieces. Even if the woman he is in a relationship with has children, he will never be their father, instead, they will be raised by her and her brothers and nephews. Relationships are monogamous and might well last for years or decades.

The result of this setting, where a person never leaves the family he or she is born into, are very stable family structures. There are no divorces, no struggle over inheritances or child custody and all children will be cared for by the extended family. In the 1970s, the chinese government forced the Mosuo couples to marry - with the result that all of them divorced a few weeks later and returned to their traditional way of life.

Quite interesting setting I think - and seems to work out. Never heard of a society where marriage is not known before...

--- by Nils ---

Women Leaders = $$$!!??!

2009-10-29T17:28:00.006+05:30

Some research suggests that companies with a high number of female managers and directors outperform the average market performance.

This led Nuissance Capital (a Swiss-based investment company) to initiate a “Womens Leadership Fund” – an Investment fund investing only in companies with a high number of women in leading positions.

Interesting approach that shows that equality is not all about “being nice to disadvantaged” but actually paying off financially! ;-) (though, the fund will have to prove to be a above-average performing one)

Want to invest? Or just know more? Have a look:
http://www.naissancecapital.com/NC/?id=35

--- by Nils ---

Perception

2009-10-06T16:05:00.003+05:30

..something to think about...

Washington, DC Metro Station on a cold January

morning in 2007. The man with a violin played six Bach pieces for about 45 minutes. During that time approx. 2 thousand people went through the station, most of them on their way to work. After 3 minutes a middle aged man noticed there was a musician playing. He slowed his pace and stopped for a few seconds

and then hurried to meet his schedule.

4 minutes later:

the violinist received his first dollar: a woman threw the money in the hat and, without stopping, continued to walk..

6 minutes:

A young man leaned against the wall to listen to him, then looked at his watch and started to walk again.

10 minutes:

A 3-year old boy stopped but his mother tugged him along hurriedly. The kid stopped to look at the violinist again, but the mother pushed hard and the child continued to walk, turning his head all the time. This action was repeated by several other children. Every parent, without exception, forced their children

to move on quickly.

45 minutes:

The musician played continuously. Only 6 people stopped and listened for a short while. About 20 gave money but continued to walk at their normal pace. The man collected a total of $32.

1 hour:

He finished playing and silence took over. No one noticed. No one applauded, nor was there any recognition.

No one knew this, but the violinist was Joshua Bell, one of the greatest musicians in the world. He played one of the most intricate pieces ever written, with a violin worth $3.5 million dollars. Two days before Joshua Bell sold out a theatre in Boston where the seats averaged $100.

This is a true story. Joshua Bell playing incognito in the metro station was organized by the Washington Post as part of a social

experiment about perception, taste and people's priorities. The questions raised: in a common place environment at an inappropriate hour, do we perceive beauty? Do we stop to appreciate it? Do we recognize talent in an unexpected

context?

One possible conclusion reached from this experiment could be

this: If we do not have a moment to stop and listen to one of the best musicians in the world, playing some of the finest music ever written, with one of the most beautiful instruments ever made....

How many other things are we missing?

[Sent to me by a friend] - Tasneem.

Develop better sense!

2009-09-30T16:33:00.006+05:30

Learn from the brilli‘ant’

Let us not be fooled by their size since size doesn’t always matter anyway!! One little bite can get us jumping off the ground with many long minutes of irresistible itch.

But that’s not all that comes to my mind when I think of our ‘Ant’ friends. Here are some interesting facts about the working of ants and believe me, there’s plenty to learn from them!

Get the Team work right!

“Whether it’s 2 people, a department or an organization, teams are the means by which great things get done” – Steven .J. Stowell

Team work is all about getting very different individuals to work together showing appreciation and respect and ensuring maximum productivity. Undoubtedly, we all struggle at different times trying to get it right.

Ants have very enviable team working capabilities. Within the community there is a wide variety of activities and behaviors, with each ant knowing its place and fulfilling its duties with total loyalty to the whole. Each ant does his bit to ensure the survival of the whole community. They work hard, are patient and co-operative. An ant is able to carry a leaf, a crumb or a dead ant for miles - just to get back home to the anthill, requiring a load of stamina and patience. If an ant has to fight, dig tunnels or carry leaves for miles, it will, all for the good of the community. As well as being extremely hard working they possess an extraordinary ability to work as a team - the power of their medicine - to build their homes, to feed and protect all members of their colony with honour and respect toward their common goal - the good of the community. Worker ants are great architects and can show us how to construct our dreams into reality.

Team work - Simply stated, is less ‘me’ and more ‘we’.

The watchful ants!

They not only work well, but protect and caution their colony from danger. Ants interact using a system known as pheromones, which involves sending 'chemical messages' to their community through smell and taste. This is one of the oldest and most evolved forms of group communication on the planet and has many features that today's mobile and virtual teams could benefit from.

Certain types, such as alarm pheromones, produce a “releaser effect”, which induces a quick response and may be used to tell other ants to evacuate a dangerous area such as an approaching lawnmower. For example, when a spider approaches an ant will release alarm pheromones that alert all the other ants. Ants may also discharge alarm pheromones as a result from being diverted from their work, e.g. heavy human steps.

“Ants are good citizens, they place group interests first” – Clarence Day

What a sacrifice!

Queen ants have wings and are able to fly until they fall pregnant. Once pregnant they tear of their own wings sacrificing the ability to fly for the birth of a newborn.

Imagine what the world would be like if humanity held and applied the values that the ant expresses. Hard work and patience, which come with the power of the ant, make goals and dreams a reality.

Something fun to do!

"To stop them coming into my kitchen I put some sugar outside. They have so much to eat that they are not interested in coming into my kitchen". - Anonymous

--- by Tasneem ---

Grounded

2009-09-10T15:05:00.004+05:30

In ski jumping, one major challenge is to jump a long distance.

The distance women will have to cover to get equal access to the winter Olympics in ski jumping, has been enlarged by the International Olympic Committee in 2006: The IOC rejected the establishment of women’s ski jumping at the Olympic Games in Vancouver next year due to technical reasons.

Ski jumping and Nordic combined (a combination of ski jumping and cross country skiing) are the only winter Olympics sports that are reserved for men.

The main reason being that the amount of organized women ski jumpers does not reach the IOC’s minimum requirement (rule 47 of the Olympic Charter), the IOC failed to explain one interesting point: The number of organized men ski jumpers also fails to reach the minimum requirement, but for men there has been an exception to this rule for decades.

After the IOC’s decision, some female ski jumpers from several countries brought the case to the supreme court of British Columbia, the Canadian state hosting the Olympics. The court ruled that "the plaintiffs will be denied this opportunity for no reason other than their sex," but the IOC was not subject to the jurisdiction of the British Columbia Supreme Court.

The International Ski Federation has re-proposed to the IOC to include women’s ski jumping on the program of the winter Olympics 2014 in Sochi. Let’s hope the distance women ski jumpers have to cover to get equal access to the Olympic Games won’t be longer than that!

--- by Nils ---