WWW.BWPEOPLE.COM BW PEOPLE JANUARY-FEBRUARY 2024 101 physical accessibility to encompass mental health. Children with intellectual disabilities face unique challenges, requiring advocacy from parent groups. Additionally, the surge in depression cases, especially among school and workplace environments, demands attention. Autism rates have seen a significant rise, posing concerns, while the stigma around mental health is gradually diminishing. Companies are adapting by hiring part-time psychologists to support employees, recognising the increasing prevalence of mental health challenges. Collaborative efforts Collaboration has emerged as a cornerstone in the journey toward inclusivity. While legal measures can be employed, a collaborative approach between government bodies, regulators, disabled community groups and corporations has shown significant progress. “The alignment of efforts has driven positive changes. Efforts from ministries, state and local governments, disability community groups, and corporate entities have shown progress in making workplaces more inclusive. New infrastructure projects are aligning with accessibility standards, marking a positive shift in mindset,” says Aggarwal. Advice for HR leaders For HR leaders championing inclusion, the journey involves recognising the value that people with disabilities bring to the workforce. “Studies show that organisations benefit in various ways when they hire individuals with disabilities, from improved work culture to lower attrition rates. Companies like Reliance, Accenture, Flipkart and Amazon are leading by example, employing thousands of individuals with disabilities. The economic sense of hiring people with disabilities becomes evident over time, urging corporate leaders to take a leap of faith and embrace inclusivity.” Creating an inclusive workplace for people with disabilities involves a multifaceted approach, encompassing physical and digital accessibility, mental health support and collaborative efforts between the government, industry and organisations. As companies continue to recognise the economic and cultural benefits of inclusivity, the journey toward truly inclusive workplaces gain momentum. By fostering an environment where everyone, regardless of ability, can contribute and thrive, organisations can pave the way for a more equitable and diverse future. Inclusivity for people with disabilities demands accessible physical and digital spaces, mental health support and united action from government, industry and organisations digital accessibility, individuals with disabilities face limitations in enjoying the physical world. For instance, the inability to use ride-hailing apps may restrict mobility for someone who is blind, underlining the interconnectedness of digital and physical accessibility. Addressing the issue from a government perspective, Aggarwal says, “There has been notable progress in physical infrastructure, especially in new constructions. The last decade has witnessed an improvement in railway stations, airports, buses and other public spaces to become more disability-friendly. However, the journey is ongoing, with retrofitting initiatives focusing on both physical and digital spaces. It has become even more imperative to incorporate physically accessible equipment at organisations.” Addressing mental health In the pursuit of inclusivity, the conversation must extend beyond
102 BW PEOPLE JANUARY-FEBRUARY 2024 WWW.BWPEOPLE.COM › On the occasion of International Day Of Persons With Disabilities was commemorated on December 3, Giridhar GV, Global CHRO, Hinduja Global Solutions, discussed how to ensure equal opportunities for people with disabilities I t is imperative to spotlight the ongoing efforts and strategies employed by organisations to foster inclusivity for individuals with disabilities in the workplace . In an insightful conversation with BW People, Giridhar GV, Global Chief Human Resources Officer (CHRO), Hinduja Global Solutions (HGS), provides valuable insights into promoting inclusivity in the hiring process, creating physically accessible workplaces, ensuring equitable career progression paths, SPECIAL STORY How Inclusive Are Our Workspaces? addressing mental health inclusivity, and leveraging Employee Resource Groups (ERGs) to shape company policies. Excerpts: How can organisations promote inclusivity in the hiring process to ensure equal opportunities for persons with disabilities? To promote inclusivity in the hiring process for individuals with disabilities, organisations should adopt a multifaceted approach aimed at removing barriers and ensuring equal opportunity. Here’s a concise outline of strategies: • Accessible procedures: Ensure job descriptions and applications are accessible to all, avoiding exclusive language and offering various application formats compatible with assistive technologies. • Reasonable accommodations: Proactively offer accommodation during interviews and assessments, demonstrating readiness to make necessary adjustments for candidates’ needs. By Savi Khanna
WWW.BWPEOPLE.COM BW PEOPLE JANUARY-FEBRUARY 2024 103 • Leadership commitment: Showcase leadership commitment to diversity and inclusion through visible policies and actions. By implementing these strategies, organisations create an inclusive hiring process, providing equitable opportunities for individuals with disabilities. This approach not only aids in diverse talent acquisition but also fosters an environment where all employees can thrive, contributing to a stronger and more resilient workforce. What measures can be implemented to create a physically accessible and inclusive workplace for employees with disabilities? To create a physically accessible and inclusive workplace for employees with disabilities, organisations can take several critical steps: • Accessible facilities: Conduct an accessibility audit to identify areas needing improvement. Install ramps, elevators, wide doorways, and accessible parking spaces. Ensure restrooms, workstations, meeting rooms, and common areas are accessible. • Adaptive technologies: Provide tools catering to different disabilities, such as screen readers, magnifiers, specialised keyboards, or software. Offer ergonomic office furniture to support employees with visual, hearing, motor, or cognitive impairments. • Accessible communication: Provide materials in various formats (Braille, large print, digital text), offer sign language interpreters for meetings, and use accessible communication platforms for internal and external interactions. • Training and awareness: Conduct regular training on disability etiquette, accessibility best practices, and respectful interaction. Promote an inclusive mindset across the organisation. • Inclusive policies: Ensure company policies do not discriminate against individuals with disabilities. Make policies available in Creating accessible career paths for all, including those with disabilities, requires inclusive leadership. Leaders should establish clear, fair policies for advancement and offer diverse training programmes accommodating various needs • Training and awareness: Educate HR staff and managers on inclusive practices, disability etiquette, and bias mitigation for fair interactions with all candidates. • Inclusive interview techniques: Adopt fair interview approaches focusing on skills rather than disabilities. Accommodate alternative communication styles or assessment methods. • Flexible work arrangements: Offer flexible work options supporting employees with disabilities, such as remote work or adaptive technologies. • Cultivating inclusive culture: Foster a diverse and inclusive workplace culture that values all employees, ensuring policies reflect an inclusive ethos. • Continuous improvement: Gather feedback from employees with disabilities to enhance the hiring process and workplace accessibility continually. GIRIDHAR GV
104 BW PEOPLE JANUARY-FEBRUARY 2024 WWW.BWPEOPLE.COM accessible formats and educate HR teams on accommodation procedures. • Physical accommodations: Provide personalised adjustments like ergonomic chairs, height-adjustable desks, or assistive devices to aid mobility or communication. • Accessible emergency plans: Develop and communicate clear emergency evacuation plans that consider the needs of employees with disabilities. Ensure these plans are practised and accessible to everyone. By implementing these measures, organisations can create a workplace that accommodates employees with disabilities, fosters diversity, and improves the overall work environment for everyone. How can leaders ensure that career progression paths are equally accessible to all employees, including those with disabilities? Creating accessible career paths for all, including those with disabilities, requires inclusive leadership. Leaders should establish clear, fair policies for advancement and offer diverse training programmes accommodating various needs. Mentorship tailored to individuals with disabilities aids career aspirations. Fair performance evaluations focusing on skills, not disabilities, are crucial. Providing accommodations like flexible work arrangements is essential for inclusion. Encouraging participation in leadership programmes and using feedback from employees with disabilities refine accessibility. Visible role models show progression is possible, fostering an inclusive culture valuing diverse talents. Leaders can thus ensure equal career opportunities for all, enriching the workforce and organisational culture. How can ERGs and similar initiatives be leveraged to provide a platform for employees with disabilities to share their experiences and contribute to shaping company policies? Employee Resource Groups (ERGs) and similar initiatives serve as powerful platforms for employees with disabilities to actively shape company policies in various ways: • Community and support: ERGs offer a supportive community where employees with disabilities can connect, share experiences, and provide mutual support. This enables discussions about challenges, successes, and solutions related to their workplace experiences. • Advocacy and representation: These groups advocate for the needs and concerns of employees with disabilities within the organisation. By amplifying their voices, ERGs highlight specific issues, advocate for policy changes, and promote inclusive practices. • Policy development and feedback: ERGs provide a channel for employees with disabilities to offer feedback on existing policies and contribute insights for developing new inclusive policies. Their perspectives help evaluate current accommodations and suggest improvements. • Educational initiatives: ERGs organise sessions to raise awareness about disabilities, etiquette, and the importance of inclusivity. These initiatives foster a more understanding and inclusive culture. • Collaboration with leadership: ERGs facilitate direct collaboration between employees with disabilities and leadership/HR teams. This collaboration leads to discussions on policy changes, accommodations, and strategies for workplace inclusivity. • Influencing organisational culture: Employees within ERGs can influence the overall organisational culture towards greater acceptance, understanding, and support for individuals with disabilities by sharing their experiences and insights. • Feedback loops for policies: ERGs establish structured feedback loops to ensure ongoing dialogue between employees with disabilities and decision-makers. This ensures continuous evaluation and refinement of policies based on real experiences and needs. Leveraging ERGs allows organisations to tap into the expertise and perspectives of employees with disabilities, empowering them to actively shape company policies and create a more inclusive workplace environment SPECIAL STORY
fiffffl fiff fflffifl FEBRUARY 24, 2024 Breaking down the Interim Budget The most definitive ranking of India's largest 500 companies India's Emerging Entrepreneurs Under 30 Post-Budget 2024 Opinion Articles From Industry Leaders Regular Features & Columns Issue Highlights Block your pages... Ensure Your Brand’s Presence in this Special Issue!!! Aparna Sengupta, [email protected], +91 9958000128 Anjeet Trivedi, [email protected], +91 9818122217 Ravi Khatri, [email protected], +91 9891315715 CS Rajaraman, [email protected], +91 9342262859 Somyajit Sengupta, [email protected], +91 9818247444 Kiran Dedhia, [email protected], +91 9833399009 Sajjad Mohmmad, [email protected], +91 9911855935 Shruti Arora, [email protected], +91 7982628913 Deepak Bhatt, [email protected], +91 9429423232 Faizuz Ahamed, [email protected], +91 9820668333 Santosh B Singh, [email protected], +91 9820129879 Nitin Pawar, [email protected], 9456639006 fifffflffiflfflffifflffffl flflff For Editorial: Noor Fathima Warsia, [email protected] KNOWLEDGE PARTNER
106 BW PEOPLE JANUARY-FEBRUARY 2024 WWW.BWPEOPLE.COM › Suresh Narayanan, CMD, Nestlé India, delivering his keynote at the 3rd Dr Pritam Singh Memorial Conference, emphasised that if somebody can give high-quality, sustained output over a shorter period, then the whole 70-hour work week is not much of an issue I ndia’s management education institutions have consistently produced bright and capable talent excelling in technology, operations, finance and marketing. India’s business school graduates are second to none. However, my experience has revealed a crucial gap that traditional education alone cannot fill - the ability to manage crises and navigate ambiguous situations. The business environment has multiple stakeholders - investors, consumers, and regulatory environment who ask for your attention to what is important to them. The ability to assimilate their voices and do it seamlessly in a world that is getting increasingly complex and volatile is becoming a significant challenge for organisations today. A collaborative effort India’s talent requirement is going to grow dramatically. We are becoming more digitised, so digitalisation has become imperative in the curriculum of management education and all academic fields. I find a high degree of awareness, interest, and ambition among the new generation to use newer technologies. With the government’s thrust on manufacturing, we are poised to become a centre for global manufacturing excellence. This means that white-collar and blue-collar operators will be in great demand. Here, I feel a role needs to be played by the government, the Department of Skill Development, and corporates. Moulding the workforce Take, for example, our plant in Sanand, Gujarat. It has almost 60 per cent female operators. It is our largest gender-diverse factory that we have set up. Our team identified and trained the talent for this plant more than a year before the operations started. We recently announced our 10th plant in Odisha, and again, we intend it to become a majorly female-run plant. Our teams are already on the ground. So, the preparation to mould the talent in our country needs to be done in advance. The raw material in the form of the workforce in our country is excellent. They need training on the more sophisticated and newer technologies that can help in the manufacturing process. This is where, I feel corporates will play an important role. Productivity is the key I believe India needs productive, committed, passionate and dedicated people. Irrespective of age, all citizens should think of how they can contribute productively and sustainably to raise the level of the country’s prosperity. If somebody is productive, educated, agile, and receptive enough and decides to give high-quality, sustained output over a shorter period, then the whole 70-hour work week is not much of an issue for me. LAST WORD “Our Workforce Is Excellent, Needs Training On Newer Technologies” Suresh Narayanan
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