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Why women could be our greatest economic lever:
“The 21st century isn’t India versus China. It’s women!” Banker-turned-entrepreneur Nirmala Sankaran of Heymath!, a Chennai-based company that offers online math tutorials for school children, is totally convinced. “The skills we need most today are collaboration, knowledge sharing, communication, multitasking and flexibility – most of which come naturally to women. India is expected to have 66% more women than ‘in China in the 20-25 age category by 2020, and the total number of women in the overall working-age category (20-60 years old) is expected to be close to 500 million women, we are undermining the competitive potential of India by not investing enough to enable women to become a significant part of our workforce.” How does this fit in for the big picture and long-term vision?
Brought back to 2008, what is the reality on the ground?
With the demand for quality talent far outstripping the supply, HR managers at IT and BPO companies large and small are constantly thinking about ways to mitigate the problem.
Companies such as Wipro Technologies and TCS have used the strategy of hiring science graduates, providing relevant training, and deploying them on infrastructure management and testing assignments. Setting up operations in Tier 2 and even Tier 3 cities is another strategy to tap into a larger pool of talent.
A third strategy that companies are now seriously considering is to attract more women into the workforce. Just recently, Infosys announced that it plans to have 1-2% part-time employees in its BPO division to attract a portion of the workforce that might appeal: women and retirees. According to the company, the goal is “to broaden the pool of available talent, meet customer requirements for tasks that do not require full-time employees, and meet the career aspirations of female employees who are not able to work full time. Infosys has also created a framework for managing gender inclusion and nurturing female leaders, namely AIR – Attract, Raise and Retain.
Exit analysis from Wipro Technologies indicated that most women leave for personal reasons such as starting a family or moving with family or to provide a home support system. The company felt that meeting some of these needs would help retain women. “We have support systems in place like extended maternity leave, company-supported childcare, special work options, and these are well appreciated by our female colleagues. said they prefer, it’s the care we take to support their careers and this is reflected in our growing women’s team at all levels,” explained Sunita Cherian – GM, HR.
Clearly Tier 1 companies have understood the benefits of gender diversity and the benefits of women in the workforce. What about emerging companies? Are there examples of companies that have explored this strategy and what have been the results? What are the issues that need to be addressed if women become a significant part of your workforce?
Tushar Bhatia, CEO of Noida-based Saigun Technologies, which is interesting in the field of HR software products, shared his experience of hiring women in Saigun. “Women are very focused and productive and often perform better, so it’s a great idea to include them in the employee mix. Women are loyal and bring stability to the workforce.” On the flip side though, attrition for personal reasons is higher and the inability to work long hours can sometimes be a problem. Similar thoughts were echoed by Suresh Sambandam, CEO of Chennai-based product startup OrangeScape.
The fast-growing Indecomm Global Services BPO is an interesting case study. Indecomm is a rare example of a company that has several women in leadership positions. Sudha Prakash was the H-HR and later led Indecomm’s successful foray into retail banking. Vidya Ravikumar, H-India Operations, has created a robust multi-site operating model which is a key differentiator for the organization. According to Sudha Prakash, women are able to work well in a constrained situation (typical of growing start-ups) and get the job done with little hassle, as evidenced by Vidya’s contributions and her own contributions to Indecomm. She also added that an enabling environment is essential for women to succeed, and she acknowledged the role played by CEO, Naresh Ponnapa, in creating such an environment at Indecomm.
Nirmala talks about her own experience at Heymath!, a company that is nearly 50% female. Nirmala believes that women adapt better to an entrepreneurial setup and are excellent “situational leaders”. This goes back to the now recurring theme of being able to get the job done without worrying about constraints.
Corrobore Padmini Sharathkumar, Senior Vice President, Corporate Communications, Polaris Software Labs, “Women are naturally multitaskers and make great project managers.” She says, however, that the support ecosystem in India for working women is still underdeveloped, leading to large numbers of women leaving full-time jobs, either because of marriage or to find themselves. take care of the family. This has resulted in quite a large number of potentially employable women in the 25-40 age bracket who are not in the labor force. Imagine the leverage companies would have if they could tap into this pool.
Simar Singh, President and Founder of Compare Infobase, has indeed followed suit when it comes to building an equal opportunity organization. The numbers say it all. A 1,000-strong organization, Infobase has approximately 43% women in its workforce. Almost half of the 25 members of the company’s management committee are women. Many of its business divisions, including media and content generation, have women in or leading leadership positions. According to Simar, “The company has a philosophy of zero tolerance towards any type of prejudice – be it gender, religion or ethnicity and has ensured, from day one, that this philosophy is implemented in letter and spirit.” In fact, the company has done its best to provide a supportive environment for its women – allowing for flexible working hours or even work-from-home options – for proven performers. He thinks it’s helped women “compare” the tide of transitional phases (like starting a family) without a full career break. Interestingly, Simar didn’t spend time measuring the results of the company’s unbiased environment. As he says, “It’s the heart of what we believe and there’s no need to measure it!”
In summary, it is clear that women can contribute significantly to the growth of the IT and BPO industry in India. While there are examples of progressive companies that have realized the benefits of having women in the workforce, women remain an underutilized resource today. Although the IT industry has led by example in creating more opportunities for women, much more needs to be done to create a win-win situation – for employable women and for the industry.
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