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Beyond Tokenism: Creating a Truly Inclusive and Supportive Work Environment for Women
Thanks to Trump, DEI landscape seems to be in doldrums, with corporate DEI initiatives being attacked at multiple levels & budgets being slashed. The enthusiasm seems to be plateauing, with many claiming it's nothing but a fad with uncalled-for gender biases & privileges.
It's time to call the spade a spade because despite the backlash, DEI is here to stay and will, in fact, gain greater momentum as organisations start reaping tangible benefits and gain a competitive advantage. But to get there, organizations need to move beyond gender hiring and focus on building programs that deliver real, lasting impact.
To move ahead, they must challenge misleading narratives, counteract negativity, and reinforce their commitment to DEI with efforts rooted in measurable processes driven by data rather than merely good intentions. Firms must understand the importance of gender inclusion at all levels of the organization, especially middle and top levels.
Despite changing norms and women becoming change-makers, whether deliberate or unconscious, the stereotypes persist, making it difficult for women to move ahead. It is the kind of inherent bias that disproportionately affects most women's success in the workplace.
It's time to call the spade a spade because despite the backlash, DEI is here to stay!
This is not the first time that anyone is talking about the inherent gender bias in society. It has been and continues to be a hotly debated topic among peer groups and on various forums.
That no one is free of biases is the first step in addressing and reframing biases. Denying the existence of bias hinders progress, while acknowledging it, lays the groundwork for change. The way ahead is to address the gender stereotypes and remedy the problems caused due to them to keep the talent pipeline flowing.
One of the most significant bias is the phenomenon known as the “Motherhood Syndrome” that significantly contributes to high dropout rates among women in organizations. Despite possessing the relevant skills and competencies, many women leave their jobs due to challenges that arise as early as the onset of pregnancy. They often encounter negative experiences stemming from preconceived biases at both the organizational and managerial levels. A common mind-set is that a woman's job becomes a lower priority, with the belief that her commitment to work will wane as motherhood takes precedence.
In contrast, men typically face fewer such trade-offs or biases related to fatherhood. The early years of career development often coincide with the prime years of childbearing, making it particularly challenging for women to scale back their professional commitments and later regain their footing in the workforce.
Furthermore, women are expected to clone male working models, but this is complicated by the fact that husbands generally do not assume a significant share of traditional domestic responsibilities. Even high-achieving women frequently find themselves shouldering the majority of household duties. As a result, women in the 21st century continue to navigate a societal landscape where motherhood incurs substantial economic and professional penalties.
Such bias influences decisions in hiring, promotions, project assignments, and team dynamics, often limiting innovation and creating inequitable environments. Addressing bias is essential for optimizing individual contributions and achieving organizational goals.
Coming back to professional life has its own set of challenges with reasons ranging from pay cuts to lack of support at home and absence of strong professional network. Another hurdle is the fact that in the second stint, women usually come back to a lesser salary by taking this career break. The gap widens when a break is taken at senior levels, and this creates a lifetime of widening pay parity, resulting in women feeling less valued despite the same level of commitment and contribution, if not better.
Coupled with this is the lack of recognition and appreciation by management, making it a double whammy of dissonance. Organizations need to take concrete steps in mainstreaming career returns and normalising career breaks to help reverse the trend of the declining participation rate of women. Also, there is a need to weed out biases at every level with standardized protocols and sensitization sessions that ensure women returning after breaks are not just hired but are met with acceptance at the workplace.
Boards must go beyond tokenism and actively foster an environment where diverse voices, particularly those of women, are not only present but empowered to contribute meaningfully.
In closing, addressing gender biases in the workplace is imperative, and the role of boards in this transformation is crucial. While that itself might not be enough but even if there is one woman in that boardroom meeting with an equal opportunity to speak and put her point across, that is a success.
Boards must go beyond tokenism and actively foster an environment where diverse voices, particularly those of women, are not only present but empowered to contribute meaningfully. By prioritizing gender diversity, boards can lead the charge in dismantling biases, creating a culture of acceptance, With 35 years of experience across advertising, auto manufacturing, and financial services, Ms. Anisha Motwani is a distinguished business leader. She currently serves as a Strategic Advisor, Mentor, and Independent Board Director at several organizations including Godrej Finance, Abbott India, Raymond Lifestyle Ltd, Nuvama etc. She is also an author of the book - Storm the Norm. and ensuring that women feel supported and valued. This commitment to inclusivity is not just beneficial for organizational health; it reflects a broader societal shift towards equality.
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Ms. Anisha Motwani
Strategic Advisor, Mentor
Independent Director on Multiple Boards
With 35 years of experience across advertising, auto manufacturing, and ?nancial services, Ms. Anisha Motwani is a distinguished business leader. She currently serves as a Strategic Advisor, Mentor, and Independent Board Director at several organizations including Godrej Finance, Abbott India, Raymond Lifestyle Ltd, Nuvama etc. She is also an author of the book - Storm the Norm.
Owned by: Institute of Directors, India
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