fifffflfflffiflflffiffi NOMINATE NOW THIS EDITION HIGHLIGHTS THE RESILIENCE AND KINDNESS OF LEADERS, SUPPORTING WELL-BEING AND POSITIVE CHANGE! fifffflffiflfflff SUMMIT & AWARDS fifffflffiflfffifffflffiffflfflffiffffffl fifffflffiflflfflffiffflffffiflffifffl ffff ff fifffflffiflflffifl ffiffffi fifffflffiflfflffi
MOST INFLUENTIAL WOMEN IN HR 102 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM › By challenging societal norms and fostering a supportive environment, a more equitable and inclusive future can be created for all WOMEN’S TRIUMPHS IN A MALE DOMINATED WORLD The term ‘glass ceiling’ has long been used to describe the invisible yet formidable barrier that impedes the advancement of women in a male-dominated professional setup. While we have made significant strides towards creating a more gender-equal environment, this metaphorical barrier continues to persist, casting a shadow over women’s aspirations and potential for success in many parts of their professional journey. However, amidst the daunting challenge lies a beautiful narrative of courage, determination and triumph - the stories of many women like Malala Yousafzai, Oprah Winfrey, Chanda Kochhar, Mithali Raj and many more such women, who with their unwavering resilience and determination, defied expectations and broke through the glass ceiling. IN THE most recent high-profile example that captured the world’s attention and showcased the indomitable spirit of women in a male-dominated field, Ellyse Perry, the Australian cricketer, broke the window glass of a Tata Punch.ev displayed at the stadium during the Tata WPL 2024. Perry shattered not only the physical glass but also the entrenched norms and biases that confine women with predefined roles in sports and beyond. If we look a little closer, the fight against the glass ceiling is entrenched in societal norms, organisational practices and cultural attitudes that perpetuate gender inequality. To address this, we must first raise awareness and acknowledge its existence. Then, we need to accept the reality by analysing organisational structures and data. Finally, taking action involves questioning the status quo and setting explicit goals for change. While organisations play a significant role in addressing this issue, individuals must also take responsibility for their careers. Therefore, unleashing your potential and overcoming career obstacles requires a strategic mix of ambition and foresight. Begin by nurturing unshakable self-confidence, acting as your guiding force towards your objectives. Set clear, achievable goals that fuel your enthusiasm and serve as a roadmap to your success. Acknowledge the extra effort required to achieve them and let it motivate you. Cultivating a supportive network of allies and mentors will be paramount, providing invaluable guidance and encouragement along the way. Lastly, never hesitate to assert your rights and speak your mind confidently. In essence, breaking through the glass ceiling requires collective action and individual empowerment. By challenging societal norms and fostering a supportive environment, we can create a more equitable and inclusive future for all. The author is CHRO, Sony Pictures Networks By Manu Wadhwa
MOST INFLUENTIAL WOMEN IN HR WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 103 › There is a need to break stereotypes and glass ceiling at workplaces WE NEED MORE WOMEN STANDING ON THE FLOOR The issue of glass ceiling in evolved companies is unconscious and unintentional. Good companies want and need diverse talent based on merit. We need more women standing on the floor – whether it is the factory floor, retail floor, stockbroking floor, aircraft cockpit floor and the management floor. When more women stand on every floor in every industry, then the glass ceiling is a next natural step. Inputs for every woman thinking about this topic: The first is to challenge any stereotype in the company. Just because something has been followed (mostly blindly) for a few decades, does not make it true. So, question the stereotype to improve the company, not to pull it down. And please do so inside the company meeting room and not in social media or at the watercooler. You are solely responsible for your development. HR can help facilitate and locate relevant courses or coaches, but your development is in your hands. Develop yourself diligently, when you do that, this preparation opens its own opportunities. Develop new skills, develop new facets of your personality and develop a network. Networks are important and women are oftentimes shy to network. Network in a positive way – go and contribute to your industry body, your alma mater to start with. If you have something to say, then say it, whether it’s a meeting, a town hall or a casual conversation. Make your voice count. In doing so, speak with honesty, be patient, be assertive, never aggressive. Many women and men jeopardise their careers with an adrenaline of aggression. Being a The author is CHRO & VP, PepsiCo India & South Asia By Pavitra Singh woman is not a silence license. There will be times when you will be rewarded, times you will be overlooked. Don’t ever doubt your intrinsic value when you are overlooked. You must recognise it’s not a reflection of you or your talent. If you believe in your talent, then few forces on earth can stop you from breaking the glass ceiling. So, whenever you experience some form of rejection, double down on getting better.
MOST INFLUENTIAL WOMEN IN HR 104 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM › The foundational pillars of HR technology are automation, analytics and personalisation EMBRACING THE BOLD FACE OF HR Technology serves as a pivotal enabler and a force multiplier, unlocking the potential of individuals and transforming the Human Resources (HR) function. Traditionally focussed on addressing morale, motivation and engagement, HR has evolved into a strategic partner for business leaders, driving performance through enhanced structures, placement, efficiency and productivity. The future of HR technology holds immense promise, shaping trends in the talent marketplace and catalysing transformative change within organisations. The foundational pillars of HR technology are automation, analytics and personalisation. Powered by generative AI, machine learning and predictive analysis, functions such as recruitment, onboarding, performance management and learning & development are creating a cohesive and data-driven ecosystem. This ecosystem democratises career management, aligns with organisational goals, boosts speed and agility, fosters creativity, improves communication & collaboration and promotes employee wellness. These advancements require new skills and competencies from HR teams and leaders. Envisioning the future, enterprise business management systems will communicate closely and proactively with the Chief Human Resources Officer (CHRO) and the HR function. Performance and growth trends across geographies and markets will serve as triggers for proactively nurturing talent. Tech tools analysing consumer demands and feedback will drive capability and capacity building within the workforce, enhance employer branding and reimagine the employee value proposition. Digital platforms offer real-time insights into employee data, enhancing transparency. Agile software enables rapid adaptation to changing needs, further boosting agility. Collaboration tools facilitate seamless communication among HR teams and employees, promoting collaboration. However, this technological revolution also brings challenges, such as safeguarding private data and addressing cybersecurity concerns. In this evolving landscape, the role of the CHRO is pivotal in leveraging technology to drive organisational success. They play a key role in promoting a culture of continuous learning and development within HR teams and leaders. As HR technology advances, the CHRO must ensure that teams are equipped with the skills and competencies necessary to leverage these tools effectively. The future work ecosystem is intertwined with technological initiatives, presenting both challenges and opportunities. By investing in AI and human capital, organisations can align their goals, nurture innovation and adapt to novel work modalities, forging a future that is prosperous and inclusive. The author is EVP and CHRO, Havells India By Preemita Singh
MOST INFLUENTIAL WOMEN IN HR WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 105 › We need to recognise the integrated approach which not only enables the ecosystem, but also promotes equality, equity and empowerment CRAFTING POLICIES FOR WOMEN’S RE-ENTRY INTO WORKFORCE For India to raise the country’s GDP to $700 billion by 2025 and boost growth rate to 9 per cent doubling women in workforce is an imperative per ILO (September 2023). This is possible, if we provide a blue-print for career re-entry of women. It is a topic of discussion, however still under-explored. Companies are increasingly recognising the strategic imperative of gender diversity, not only for social equity but also for enhanced productivity and profitability. We need to recognise the integrated approach which not only enables the ecosystem, but also promotes equality, equity and empowerment. Sectors like healthcare, education, BFSI and technology are actively implementing programmes to reintegrate women into the workforce post-career breaks. This, for many, is not an initiative but a cause which requires focussed objectives and an implementation plan. Objectives & implementation to address the multifaceted barriers & challenges they may encounter: Level-playing field for all as women reintegrate into workforce; capability enhancement on an annual basis introduce programmes which are impactful and help bridge gaps; address micro inequities in the system and educate leaders on an on-going basis; provide for flexibility at work so that responsibility can be balanced and help make the transition, including child care; support networks always help and provide for more coaching opportunities; reverse mentoring helps appreciate the empathic approach towards interventions; recognition a lot more frequent to provide visibility and build confidence; relook at the leaves add menopausal leaves in addition to menstrual leaves with shifting demographics and leadership development programmes like Kyndryl’s ‘Building Influence’ initiative aim to enhance the leadership skills of talented women at entry levels, providing practical learning opportunities & connections with senior leaders. Role of CHROs Like mothers who provide support and guidance to their families, Chief Human Resource Officers (CHROs) have a critical role in creating a supportive and inclusive environment that facilitates the successful reintegration of women into the workforce; By drawing on insights from across the industry and customising solutions for their organisations, CHROs can ensure that their policies are effective and impactful in promoting gender diversity and inclusion; Additionally, establishing an executive presence is crucial for CHROs to advocate for the importance of gender diversity and the value of women in leadership positions. Each company is unique and what works for one may not work for the other, which is customising this is essential in order to empower women at workplace. The author is CPO, Kyndryl India By Rajita Singh
MOST INFLUENTIAL WOMEN IN HR 106 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM › Inspite of significant strides in workplace equality over the past couple of years, women are still underrepresented in CHRO roles across industries FEMALE LEADERSHIP IN HR The path to leadership, particularly for women aspiring to become Chief Human Resources Officers (CHROs), is paved with unique challenges and opportunities. Fostering female leadership in HR demands a concerted effort at various levels. This article explores a three-pronged approach to nurture women leaders, focussing on an individual’s role, support from fellow women leaders and organisational strategies. Woman’s individual role business enabler: Transitioning from traditional HR roles to become a strategic business enabler is pivotal for women aiming for CHRO positions. Incumbents should immerse themselves in the financial, operational and competitive aspects of the business. Self-advocacy and professional growth: Leadership journeys begin with the individual’s commitment to self-advocacy and an unyielding pursuit of knowledge. Women first need to articulate their successes and career goals clearly, embracing opportunities for professional development. Expanding professional networks: Establishing and nurturing a broad network is crucial. Active participation in industry events, forums and seminars not only enhances learning but also significantly improves visibility within the professional community, opening doors to new opportunities. Women as sponsors for other women mentorship and advocacy: By being mentors and advocates, women leaders can help the younger women navigate complexities of career advancement, offering advice on both professional & personal fronts. Balanced gender ratios in HR: Women in HR leadership roles should spearhead gender balance at every level within the department, especially in middle level. This commitment within HR not only sets a standard for the rest of the organisation but also ensures that policies, programmes and practices developed by HR are influenced by a diverse set of experiences. Organisation’s role in leadership development opportunities: Create targetted leadership development programmes that are inclusive of women in HR. These should focus on developing essential skills such as strategic thinking, financial acumen and effective communication, Cross functional business projects: Actively participating in cross-functional business projects beyond traditional HR functions allows for a deeper understanding of the business, fosters relationships with other departments and highlights role of HR in enabling business success. Despite the significant strides in workplace equality over the past decades, women remain underrepresented in CHRO roles across industries. This discrepancy is not a reflection of capability but rather a manifestation of systemic barriers and unconscious biases that deter women’s progress in HR leadership. By Ruchira Bhardwaja The author is Joint President and CHRO, Kotak Mahindra Life Insurance
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MOST INFLUENTIAL WOMEN IN HR 108 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM › A growing sense of confidence allows women to advocate for themselves, leading to increased visibility and recognition of their abilities SHATTERING THE GLASS CEILING The concept of ‘glass ceiling’ evokes the image of an invisible yet unbreakable barrier that restricts women from ascending to leadership roles. For many decades, it has symbolised the limitations faced by women in thriving in their careers, especially in male-dominated sectors. However, a significant shift is underway today. Women are not only approaching these ceilings but demonstrably shattering them, paving the way for a more equitable future. This progress is evident across numerous sectors. In technology, for instance, companies are actively recruiting female talent, recognising the value of a diverse workforce in driving innovation. Women are responding by honing their technical expertise and leadership skills, demonstrating their qualifications for even the most demanding roles. Several factors contribute to this success. Firstly, a focus on professional development ensures women possess the necessary technical knowledge. Secondly, strong professional networks provide invaluable support and mentorship. Finally, a growing sense of confidence allows women to advocate for themselves, leading to increased visibility and recognition of their abilities. While challenges remain, such as unconscious bias and a lack of women role models in certain industries, companies are taking action. This puts the onus on HR professionals to actively seek new ways to foster a more equitable environment within their organisations. Implementing diversity and inclusion initiatives, mentorship programmes and work-life balance policies are crucial in creating a supportive framework for women’s advancement. The benefits of shattering the glass ceiling are far-reaching. Diverse perspectives lead to a more innovative and adaptable workforce. It also sends a powerful message to future generations, demonstrating that leadership opportunities are attainable regardless of gender. Ultimately, it dismantles outdated stereotypes, paving the way for a more inclusive and successful professional landscape. The journey towards true equality will continue to gain momentum. The increasing number of women shattering glass ceilings offers a compelling vision for the future. A future where talent, not gender, dictates career trajectories. It’s a future we all aspire to make achievable for all and the progress made so far is a testament to the collective effort of talented and dedicated women across various industries. The author is Group CHRO, Head – Marketing & Communications, Sterlite Power By Ruhie Pande
MOST INFLUENTIAL WOMEN IN HR WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 109 › Concerted efforts by both organisations and women can accelerate their progress to leadership roles and foster a more equitable and inclusive corporate leadership landscape STRATEGIES FOR INCLUSION Despite progress in recent years, the proportion of women holding a C-Suite role continues to trail those of men by far. While CHRO is the only C-Suite role with some gender parity, women remain significantly underrepresented in other top leadership roles. Bridging the gender gap at top leadership levels requires actions from both organisations and women themselves. In order to ascend more women into C-Suite roles, organisations need to implement targetted inclusion strategies that can dismantle barriers and create pathways for women to grow. Their selection process for leadership roles should be transparent and based on meritocracy, providing women with equal access to such opportunities for career advancement. To bring about change and attract great female leadership, there is need for shifts in societal perceptions with regard to gender roles and work life balance. Overcoming gender stereotypes, breaking biases and implementing women-friendly policies can serve as a catalyst for change, encouraging more and more talented women to reach leadership roles. Establishing formal mentoring programmes where aspiring women leaders receive mentoring and guidance from seasoned company executives can provide invaluable support and confidence to them. Similarly, sponsorship initiatives, where influential leaders advocate for career advancement of high potential women, can significantly accelerate their progression to leadership roles. Organisations must also actively invest in leadership development programmes tailored specifically for women. These programmes should address challenges women face in the workplace, equipping them with the resilience needed to thrive in leadership positions. Women, on the other hand, must also actively position themselves for leadership roles by seizing opportunities for growth and advancement. They should not hesitate to move out of their comfort zone, be willing to stretch, take risks and challenge gender stereotypes. They must prioritise continuous learning and invest in building both technical expertise and leadership competencies relevant to C-Suite positions. They must proactively take charge of their own careers by unapologetically advocating for themselves and building their personal brand. This entails confidently articulating their achievements, seeking feedback to identify areas for improvement and striving for roles and salaries commensurate with their skill set & contributions. By embracing self-advocacy and personal brand building, women can overcome barriers. Women should also cultivate robust professional networks which can expand their visibility and access to career-enhancing opportunities. They should also build their own support systems, both inside and outside of their workplace, which they can actively lean-on as they pursue their career aspirations. By Sakshi Khosla The author is Head of People, CBRE, India
MOST INFLUENTIAL WOMEN IN HR 110 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM I n July 2018, a prominent newspaper in the UK, The Guardian, had a feature piece on a researcher named Jess Wade who was described as a ‘scientist on a mission’. Wade was featured because in the past year, she had completed 270 Wikipedia entries on different women who had major scientific achievements to their names. Given the ubiquitous nature of Wikipedia, the initiative by this postdoctoral researcher in plastic electronics at Imperial College in London got the public talking on multiple platforms about how women in STEM (Science, Technology, Engineering and Mathematics) hadn’t received their due. While her efforts were laudable, it also raises the question as to why, even after all these years, it needs personal enterprise of individuals to throw light on what women have done in STEM throughout the history of the field(s). According to data from UNESCO, women account for less than 30 per cent researchers worldwide. Their presence is often concentrated in the lower echelons of responsibility and decision-making with limited leadership opportunities. To address this disparity, concerted efforts are required at various levels. To my mind, there are a few key areas that need focus. The first one is to encourage women to pursue STEM education. Essentially, this is about tackling the problem at source since the paucity of young women pursuing STEM as a career then shows up as disparity at leadership positions in organisations and cutting-edge research. The second one is that in our organisations, we can take cognizance of this proactively and do much more. For starters, Mentorship Programmes and Employee Support Groups formed within and across our organisations to support women through their journey in STEM play a very big part. The third one is that it doesn’t and shouldn’t end with encouragement for young women only. Experienced researchers often face systemic issues such as unequal pay, limited advancement opportunities and lack of enabling policies at multiple life stage re-entry points. The last and also probably the most critical point is around sensitisation and tackling of unconscious and conscious bias at all levels and creating enabling ecosystems where all stakeholders take joint ownership towards furthering this agenda across all levels of the organisation. They say that a rising tide lifts all boats but let me go a step further and say that the rising boat of women in STEM will surely have a far-reaching, multiplier effect on other boats too. › The purpose of driving all forms of diversity is to drive ‘diversity of thought’ leading to positive business and social outcomes RISING BOAT OF WOMEN IN STEM The author is CHRO, Asian Paints By Savitha Shivsankar
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MOST INFLUENTIAL WOMEN IN HR 112 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM › It’s not just about acquiring knowledge but about cultivating expertise and resilience in a skill set through patience, practice and feedback LIFELONG LEARNING & SKILL DEVELOPMENT I n this era of Industrial Revolution 4.0, where the half-life of skills has reduced significantly and the working part of life has extended for people across the world, merely one-time skilling isn’t enough. The traditional model of education followed by a static career seems less relevant, paving way for the concept of lifelong learning. In today’s environment where learning options are abundant, navigating the demands of the job while prioritising learning requires a thoughtful approach. Here are some key strategies: Contextualise your learning: Seek opportunities to learn, unlearn and relearn within your daily work context. Leverage challenges, responsibilities and the broader work environment to accelerate learning. Take advantage of company learning opportunities: Continuous learning and development should be prioritised for all employees. Companies should offer a range of relevant learning and development opportunities with resources, feedback and support so that employees can create a career journey that’s unique and meaningful to each one of them. These resources encourage workers to plan for and talk about how they want to grow. It is helpful to use these resources and tools throughout the career and be benefited from them greatly. Understand content at a deeper level: Upon identifying a learning topic, one should take the time to internalise the knowledge gained, before moving on. One should practise frequently and actively seek feedback on how the newly acquired skills impact processes, systems and people. This feedback loop allows for continuous refinement based on real-world application. Lifelong learning is not just about acquiring knowledge but about cultivating expertise and resilience in a skill set through patience, practice and feedback. Employees should feel proud to work for the company that allows them to lead, learn and grow throughout their career and creates space for lifelong learning where they can thrive personally and professionally. By Shikha Sharma The author is Vice President, International Colleague Strategic Partner, American Express India
MOST INFLUENTIAL WOMEN IN HR WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 113 Research has shown that diversity and inclusion drives innovation. Despite it, the journey to an equitable workforce seems to be rather long. There is increasing consciousness and pressure from stakeholders such as investors and financial market regulators on enterprises to increase the diversity of their boards, management teams and workforces. Due to increasing awareness around tangible benefits of diversity, it looks like we have made some progress in this endeavour. However we still have some significant distance to cover. As per the Fortune 500 ranking of 2023, women CEOs run 10.4 per cent of companies. Due to a growing appreciation on prioritising talent for organisational success, most large companies now have a women on the board as well as on their executive leadership team. Let us be aware of the challenges and counter strategies to have more women CHROs. Easy entry, tough ascent: Entry-level positions in HR often provide accessible starting point for women, enabling them to stand out and demonstrate their capabilities. HR is widely thought to be a ‘softer’ domain suited for females. A high proportion of women enter HR roles and where traits such as inclusiveness, emotional intelligence, empathy and strong administrative skills, are seen to suit HR roles well. However, as they progress to senior leadership roles, they encounter formidable barriers hindering their advancement to CHRO positions. Lack of holistic development: Organisations often fail to prioritise employee development adequately, particularly for women aspiring to take up CHRO roles. This lack of focus on nurturing female talent in terms of empowerment, decision making, talent intelligence contributes to feed into the perception that CHROs cannot be C-Suite leaders. Alignment with business goals: CHROs play a critical role in aligning HR strategies with business objectives. However, the extent to which CHROs effectively align HR functions with broader business goals varies. Harnessing the power of allyship: Allies within the organisation, both male and female, play a crucial role in advocating for gender equality and supporting women’s advancement to CHRO roles. By fostering allyship and creating a supportive environment, organisations can dismantle barriers and create pathways for women to succeed in these positions. By acknowledging the systemic barriers, fostering an inclusive environment, organisations can create opportunities for women to excel in senior HR leadership positions. Let us not merely aim for numerical representation but strive for a culture where diversity is celebrated and every individual is empowered to reach their full potential. › While there are enough opportunties at entry level in HR, there are formidable barriers as women strive to climb up the ladder ELEVATING WOMEN TO CHRO ROLES The author is Head – Human Resources, SAP in India By Shweta Mohanty
MOST INFLUENTIAL WOMEN IN HR 114 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM › Women need to be at the forefront of innovation as they bring in unique ideas & viewpoints and this can assist them in bridging the gender gap BRIDGING GENDER GAP THROUGH EMPOWERMENT & INNOVATION I n our society, one of the enduring challenges has been promoting careers in Science, Technology, Engineering and Mathematics (STEM), particularly in increasing the participation of women. This challenge is heightened by the urgent need to address the acute skill shortages in these fields. Achieving gender parity in STEM fields requires concerted efforts to break down barriers and create opportunities for women to thrive. This includes creating a bias-free environment for women to thrive, by providing mentorship, support networks and access to educational and career advancement opportunities. Creating a bias-free environment for women to thrive Everyone has bias, it is part of who we are, but unconscious bias is one area that should be addressed. Organisations should offer unconscious bias training which will help to recognise and address bias. This will help to influence decisions and strategies to counteract bias in the workplace. A conducive environment without unconscious bias is one where all employees feel valued, respected and included, regardless of their gender. Men can play a major role in creating a bias-free inclusive culture by challenging stereotypes, advocating for diversity and speaking up against discrimination or harassment. Unlocking potential through empowerment Empowerment plays a crucial role in bridging the gender gap in STEM. It involves ensuring that women have equal standing and opportunities, fostering their sense of self-worth, empowering them to make their own choices and granting them the right to effect social change for themselves and others. Today, it is heartening to see companies going beyond the well-established STEM institutes to include women from economically weaker sections who have passed out from tier II institutes. Empowered and equipped, these women have demonstrated their competencies and are reportedly running exclusive shifts on the manufacturing shop floor, traditionally a male bastion. The role of innovation We need women to be at the forefront of innovation as they bring in unique viewpoints and innovative ideas essential for propelling innovation forward. Women’s involvement in healthcare innovation is crucial for addressing the diverse healthcare needs of women. As part of the ecosystem, we need to renew our commitment to promoting inclusion and empowering women in STEM. Together, let us inspire inclusion, celebrate diversity and work towards a world where every individual feels valued, respected and empowered to achieve their dreams. The author is Head - Human Resources, Philips Indian Subcontinent By Vishpala Reddy
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