Promoting Diversity in the Work Place

In the webinar organized by Bija Training under their Mask Leadership series on 17th November 2021, Ms Saumya Badgayan, VP (Corporate Strategy- HR&IR), Gold Star Jewelry Pvt Ltd spoke on the subject of diversity in the work place. When discussing promotion of diversity, what immediately comes to mind for most people is raising the number of women in the workplace to offset imbalance in the gender diversity. However, right at the beginning the speaker made it clear that doing away with all forms of  discrimination  be it age, regionalism, caste, sex or  differently enabled should be the aim of a diversity drive in an organization. The focus of the speaker during the webinar was to share her own experience in promoting diversity at Gold star Jewelry wherein efforts have been made to provide jobs to women and transgenders as also to achieve acceptance and a congenial environment for diversity. 

A question raised during the webinar was as to whether we have sufficient talent pool to accommodate diverse groups such as say  differently enabled or transgenders and what needs to be done in this connection. Ms Saumya said that instead of aspiring and hoping talent would be available, employers should take the initiative- perspire/ make efforts to ensure that they develop people from diverse groups for fitting in to the requirements of the company. She cited the example of the TATAs who developed the skills and provided opportunities to the LGBTQ communities. 

The speaker said that persons belonging to the transgender group face a lot of hardships in getting access to facilities available to other employees in the normal course. As for example transgenders are denied maternity leave if they had a male name given to them at birth. Other problems according to Soumya are obtaining an address proof for Adhar card or other amenities. They are unable to produce address proof as they stay in shelter homes since accommodation in  regular residential areas are denied to them . Government authorities need to intervene and address these problems with empathy.

Soumya  shared the experience in her company while  employing more women and transgenders. They were imparted special training as employees are required to handle tiny sized diamonds. The training  ensures that the precious stones are not lost or over polished. Here, more skill based schools are to be developed with support from the Government. Ideally, the industry, Government and educational institutions have to work as a team in this regard. Gold Star Jewelry Pvt Ltd also took the  initiative to provide jobs to prostitutes to  rehabilitate them. This involved educating them and changing their mindsets towards working in a factory since their previous life was totally different. 

She then  related another  typical problem that they had faced while promoting diversity. As their company was dealing with diamonds, thorough personal search is an important and integral part of the security  procedure. However, there was a problem when it came to conducting search of the transgender employees. Neither the men nor the women in security were willing to carry out the security search procedures. They had to be sensitized to see themselves as they would a nurse or a doctor who examine and assist patients irrespective of their gender.  Another instance shared by the speaker was with regard to to the employment of differently abled employees. Those fitted with prosthesis limbs had to remove the attachments at the security gate which took more time resulting in long queues during entry and exit, irritating the other employees. The matter was addressed by forming a separate cell for the differently enabled employees. 

It was very clear from the discussion that promoting diversity and inclusion is not just about employing people of diversity and leaving it at that. It is about having a strong belief in the need for it and putting in place a system and a smooth environment where employees of diversity could work happily and flourish. Soumya said that her company was fully committed to D&I. It was because of this approach of the company that proactive action could be take to address needs. As for example, the executive toilet was converted to a toilet for transgender employees. In order to create a buy in and a favourable climate  amongst the employees for D&I, it is important that the movers and shakers represented by the top management  frequently  articulate their belief and support for D&I so that the rank and file of the organization embrace it as well. 

The extent to which the company is convinced that the policy is most essential and beneficial is the key. Here, a feeling of pride in being the pioneers and cheer leaders of D&I will go a along way in getting it established as a natural part of company culture. The speaker said that all this cannot be expected to happen overnight.  It involves unlearning and relearning by the employees. The company had a three year journey sensitizing its employees through various means that included skits, dramas, plays etc. Saumya  concluded saying that "The purpose of the organization is not just profits". It should have a vision and think beyond and aim for becoming better than 'what we were yesterday'. This would mean implementing the UN's sustainability goals and aspiring to move from being a 'good' to a 'great' organization. 

One cannot dispute the position taken by the speaker of the evening. In fact, one cannot but be impressed by what her company has done to support and promote D&I in the organization. Yet, as I pondered over the subject , a tinge of sadness enveloped me. One swallow does not make a summer. Humans are known to be very adept in giving lip service with not much happening on the ground. This is true whether it is action in terms of protecting the environment or protecting the long term interests of an organization. No matter how forcefully we may declare that 'profits are nor everything', experience shows us that  it is the bottom line and top line that matter the most to most corporates. Would they show as much patience and application as the speaker and her company to ensure people of diversity worked happily in the company? If the past is any predictor, not much can be expected. But then, hope- isn't it everything? 

NB:  Readers may like to read my earlier blog on the subject which discusses why it makes good business sense to have diversity at the work place.

https://hrdian.blogspot.com/2018/08/diversity-and-business.html  

Leadership through Empowerment

I have been sharing  the gist of webinars I have attended including those organized by Bija Training under their Mask Leadership series, for the benefit of readers. On 10th November the webinar organized by them was on the topic of "Leadership through Empowerment" and the speaker was Ms Neethi Sharma President and Co founder, Team Lease Edutech Ltd. This time however, I was assigned the role of giving an oral summary of the proceedings of the session at the end. Therefore, I am sharing with you the video of the summing up I made and filling up the gaps of points I may have missed by including them in this write up. Please do not miss watching the video for the comprehensive coverage.

The major  questions that were addressed by Neethi were the following: 

1)  Is empowerment just delegation?   

Not at all. It means a lot more that include hand holding, training, being part of their successes and failures. Leaders have a problem in that as they reach higher levels of management, they find it difficult to let go and accept that juniors are also competent enough to take responsibly and deal with situations.

2)  What do you do when people do not match up to expectations? How can we then practice empowerment? 

Small baby steps have to be taken to empower people according to their abilities (more responsibility  as they enhance them). It is okay if everyone cannot be empowered. What is important is  to enable our people to think on their own. Do not stunt their growth; when we do that we are stunting our growth as well. Sometimes, it is the lack of trust that prompts us to conclude that they do not or cannot 'match expectations'. Hence there is the need to build trust.   

3)  Is there any step by step  process that you can share for empowerment? 

There is no standard process of one size that fits all. It would vary depending on the styles and beliefs of the individual leader and the readiness level of the one to be empowered. The thumb rule is give them a feeling that you are with them to back their decisions. Further, encourage and facilitate decision making- " If a problem has only one solution, don't come to me for approval. Do what needs to be done".   

4)   What do you do when you do not have a formal place of work with the ones reporting to you is not physically available for interactions? (This happens when working for global agencies or many gig workers are involved)   

As it is, getting work done from people reporting to you can be a challenge. When they are spread far and wide, building relationships becomes of paramount importance. People tend to develop bonds with those who can be useful to them, help them in solving problems etc. Therefore it is important to demonstrate that you can be of  substantial help and eventually it is all about  give and take. The more you give the more you get. 

5)  Would you recommend various levels of empowerment depending on their hierarchical level in the organization?    

The differences in the level of empowerment is always bound to be there. As already discussed, you have to try out small and see what the person is capable of handling and pass on more responsibilities accordingly. The highest level of empowerment would be financial empowerment done  last if and when it is felt necessary. In this regard, the team members also have to rise to the occasion and demonstrate through their behaviour that they deserve to be handed over the 'privilege' of higher responsibility; it cannot be claimed as a 'right'.    

6) Should children be empowered and if so at which age?  

As in the case of adults who have unique traits, abilities and attributes, children also exhibit such characteristics right from childhood. The empowerment can and will  happen depending on the readiness level of the child and the willingness and confidence level of parents. Empowerment in Indian families which are known to be traditional and conservative has increased over the years. Today, as for example, children have a big say in deciding vacation destinations of the family.