The expert panel during Fortune IndiaThe India's Most Achieving Women in Business award today agreed to include equal opportunities for women and men, inclusion, a well-defined structure to identify bias in companies and an agency to address issues related to “unconscious bias” in companies to ensure culture. The Fortune India event was held at Jio World Convention Centre, BKC, Mumbai.
During the discussion, Marcella Wartenbergh, Global Group CEO, AWWG Pepe Jeans London, Hackett, Faconnable, who was also the guest of honor at the event, said that she applies the rule of equal CVs for men and women to ensure diversity in her organization.
“Then we’ll see who comes out of it. We need to make greater efforts from the ground up. It’s not about men or women, but women also have to believe they can do it.”
Daizy Chittilapilly, President, Cisco India and SAARC, says men need to be part of programming. “Intentionality plays a big role in this. Don’t use the pipeline as an excuse.”
She says it is also necessary to ensure women’s “intentionality.” “The intention not only on the part of the organization but also on the part of the women to express their desires.”
Pavitra Shankar, managing director of Brigade Group, says people need to see women adding value and that's important. “In terms of unconscious bias, some in their family may have exposed it. The conversation should be about men being allies to women, not against them. We must unite and that must be the way forward. Understanding and disclosure are key.” The main thing is.”
Ritu Arora, CEO and chief investment officer, Asia Pacific, Allianz Investment Management, says when she joined the company, she was surprised that 80% of the team at her company were women. “I asked the former male manager how he promoted female-dominated leaders. He said he didn't believe it was a case of men versus women, but rather a neutral issue. The moment there are conflicts between men and women, conflicts begin.”
Vivek Pandit, senior partner at Mckinsey & Company, says it is difficult to identify bias in a corporate environment, especially when you are in a position of authority. “When managers evaluate someone, how often does HR ask if they support diversity? I looked at the records of men who had a history of hiring men rather than women. It came down to things like: He needed more than she did and for her this was extra income. It becomes pretty toxic and there’s no way to fix it.”
Likewise, says Vivek, there were other prejudices, such as that children of working women suffer. “These voices came from women who left their jobs and from men whose wives were at home. We celebrate executives, vice presidents and CEOs who deliver incredible financial performance and shareholder returns, but how many CEOs are ready to take responsibility for gender equality.”
Marcella agrees that such corporate biases exist and says they are real. “Men make this kind of comment. The first thing we have to believe is that we can do it. I always say we have to learn to live in a world that is mixed. When you go to dinner there are six men and women. I have two options, either I stay or go. I should integrate myself too. Likewise, when there are six women and one man, the conversation is not about football or cricket, but about the latest book, film or bag, men either have to fit in or leave. But I think the first step is to make sure men are not excluded.”
As for potential solutions to address these biases, Daizy says accessibility is the answer. “Young mothers have to strike a balance. Companies need to give them flexibility in how they structure their work. Second, resource groups need to be in place – childcare, facilities, parents, carers and networks. We have to accept such exceptions.” Managers who might want to come back. When they come back they may be out of date, you have to support them through the network. The readjustment phase is here, a lot can be done structurally, we need to find ways to bring women back.
When it comes to work-from-home culture, Pavitra says top talent may not want to work from home. “The top talent in every company understands that they need visibility and flexibility. However, WFH should be an option. If that’s the reason, remove that barrier for them and give them flexibility.”
Will WFH fix the leaky pipeline? Ritu believes that flexibility is welcome, but visibility, presence and network become even weaker when people work from home.
On rebranding maternity leave as “parent-to-leave,” Vivek says expanded parental leave, which has been incorporated into policy in countries like Sweden, will help women get back into work faster.
When it comes to gender pay equity to bring more women into the workforce, Daizy says economic empowerment is important. “Educate women in the workforce and they will dominate and be promising leaders. But many of them have to give their money to their husband, mother or father-in-law. So will economic emancipation solve the problem? I’m sticking with it.” harping on about the agency where no one can help you.
Marcella says people need to educate children about equality at an early age. “It starts at school. Women must have the freedom to choose. No one should decide for us, and we have to make those decisions.”
Pavitra says when women educate themselves about financial issues, they have a voice. However, she says there is a need to include men in the conversation.
Vivek Pandit says it is very difficult to identify biases and check male privilege when you are in a position of authority and talk about the importance of gender equality.
On corporate diversity reporting, Ritu says she believes accountability and transparency will help any cause and make a significant difference.
Marcella also spoke about necessary policy changes, saying reporting and mandates are good, but the expertise of the team is also important. “We need a balance, meaning pressure and equality. Leaders who do not strive for this will not survive. Men love to work with women and women love to work with men. Any manager who doesn’t support diversity won’t survive in the next five years.”
