Women and Science

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Source: TOI, 17th January'11.

Interweave partners with Nasscom for Gender Parity handbook

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

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

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

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……

"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?

Share your thoughts. 

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