{"id":10854,"date":"2022-05-16T06:54:39","date_gmt":"2022-05-16T06:54:39","guid":{"rendered":"http:\/\/projects.rapidmind.in\/navgati\/?p=10854"},"modified":"2022-09-29T08:47:25","modified_gmt":"2022-09-29T08:47:25","slug":"beyond-tokenism","status":"publish","type":"post","link":"https:\/\/projects.rapidmind.in\/navgati\/beyond-tokenism\/","title":{"rendered":"Beyond Tokenism"},"content":{"rendered":"<p>We asked a community of learning leaders what the most tokenistic gestures were on Women\u2019s day and the list goes as such \u2013 pink roses, spa treatments, potted plants, movie tickets, foot massages.<\/p>\n<p>Not bad at all in themselves but if they are tokenistic (defined as \u201cthe practise of doing something only to prevent criticism and give the appearance that people are being treated fairly\u201d, thank you Merriam-Webster), one day of celebration does nothing to create more inclusive workplaces.<\/p>\n<p>It&#8217;s often not a question of intent; the task of gender equality is a mammoth one and many organisations are struggling to figure out meaningful initiatives to bridge the gender gap. So to mark the month of International Women\u2019s Day 2022, we decided to invite a few leaders from organisations that have been quietly taking action over the years to make their work environments more equitable.<\/p>\n<ul>These most articulate and thoughtful leaders were on the panel (in alphabetical order)<\/p>\n<li>Charusmitha Rao: Senior Global Learning &#038;Talent Development Manager &#8211; APJ, India, Akamai Technologies<\/li>\n<li>Mellener Anne Coelho : Vice President &#038; India Head- Diversity, Equity &#038; Inclusion &#038; Mental Wellbeing, Northern Trust Corporation<\/li>\n<li>Prashant Michael: Vice-President, Learning and Organisational Devleopment, India and Americas, [24]7.ai<\/li>\n<li>Rituparna Dasgupta : Talent Development Leader, India, Israel, Australia and ROW (Rest of the World), Intuit<\/li>\n<\/ul>\n<p>What follows is my summary of that discussion; any errors of omission are entirely mine<\/p>\n<h4>How do you define gender equity?<\/h4>\n<ul>\n<li>\tThey were remarkably consistent in how they defined a culture of gender equity \u2013 as being one where everyone can bring their <a href=\"http:\/\/projects.rapidmind.in\/navgati\/people-leadership-programs\/\">authentic leadership<\/a> style and their uniqueness to work; where all individuals feel welcome, respected and have opportunities to excel and flourish. A culture thatdoes not define how big you can dream or how much you can grow. <\/li>\n<\/ul>\n<h4>What should companies that are getting started on this journey avoid?<\/h4>\n<ul>\n<li>\tThings that are focused on making women feel special (tokenistic ones like roses and spa treatments) because these strengthen the message \u201cyou are not the same as men\u201d. <\/li>\n<li>\tOnly measuring hiring diversity; diversity has to be measured at all levels of the talent cycle. <a href=\"http:\/\/projects.rapidmind.in\/navgati\/new-offerings\/#te-div\">Equity<\/a> is not just about attracting women; it is also about creating a level playing field.<\/li>\n<li>\tOnly measuring numbers is not enough because that can make it compliance driven; it focuses on representation and it does not provide the complete picture (for example are women being hired only for certain roles). It can also create shame and resentment when people don\u2019t understand the why. It is important for organizations to invite everyone to own this agenda because it makes business sense and because it is the right thing to do. <\/li>\n<li>\tKeeping roles being reserved for women: this results in two problems; it can result in resentment from men and it can create a sense of shame for women (who feel they were hired only because of their gender and that they really did not deserve it)<\/li>\n<\/ul>\n<h4> What initiatives have you implemented towards gender equity that you are proud of?<\/h4>\n<ul>\n<li>\tThink equal; a campaign using inclusion nudges. The team saw that the conversation around gender inclusion was polarizing; that people were unable to articulate questions or views about the need for equity.  Their intent was to create a safe space that invites people to take concrete actions towards understanding and share their point of view post that, whether it supported the need for equity or not. They created a set of 100 nudge cards and left a set at everyemployee\u2019s desk. Sample nudges:\n<ul style=\"list-style-type:circle\">\n<li>Ask seven parents who the child goes to for help with math<\/li>\n<li>Ask five people this question \u201cmy strongest memory of growing up as a boy or a girl\u201d<\/li>\n<li>Reflect on what would it feel like if 20 out of 25 leaders were women <\/li>\n<\/ul>\n<p>They put up a graffiti board in a common area and people were asked to complete the nudge, write their reflections and pin it up.  They had over 500 reflections on the board in just a week; found that these cards generated a lot of conversation. Since there was no prescription or judgment, people had the chance to express even dissenting points of view; this also provided the core team with a lot of content to work within subsequent interventions. <\/li>\n<li>All of them spoke about development initiatives custom made for women leaders that focused at the belief level rather than on leadership skills. The intent of these learning interventions was to help women reflect on the mindsets that were holding them back from expressing their full potential and challenge ones that are no longer working for them. Many of the organisations represented on the panel have been running these interventions for years and spoke to the efficacy of them in getting women to claim their space, ask for the opportunities they wanted etc.\n<ul style=\"list-style-type:circle\">\nThe learning interventions were also supported in many cases by <\/p>\n<li>\tStructural changes \u2013 egfacilitating meetings between them and their functional leaders; inviting the leaders to view the meeting from the lens of finding opportunities for the women. <\/li>\n<li>Leveraging the power of peers \u2013 in one organization they got the women who had graduated from this learning intervention to form circles and share the learning they had with other women (they have over 300 women in these circles now).<\/li>\n<li>\tInviting leaders from within the organization or outside to share their experiences <\/li>\n<\/ul>\n<\/li>\n<li>\nMaking pay equity a reality \u2013 there is hundred percent pay parity. Some of them have stopped asking for compensation details when hiring; the offer is based on the competency and the market pay for that role. This is such a powerful way to challenge any <a href=\"http:\/\/projects.rapidmind.in\/navgati\/people-leadership-programs\/#bm-div\">unconscious bias <\/a> that could creep into the hiring process. <\/p>\n<\/li>\n<\/ul>\n<h4>How do you manage attrition as women drop out to manage family?<\/h4>\n<ul>\n<li>Address the stigma associated with flexible work arrangements &#8211; when seen as being only for women, it can create a sense of shame or resentment. When men are encouraged to talk about the flexibility they need, we de-associate flexibility and women and so women don\u2019t feel they\u2019re called out for it.  It is also important to sensitize managers around it through inclusion training; sharing stories of men who opt for flexibilityetc<\/li>\n<li>\tCalling out and challenging the implicit assumption that women may have that they need to give more hours at work when they become managers; that their personal priorities will come in the way.<\/li>\n<li> \tWork with data \u2013 identify specific levels and roles where there is not enough representation; understand the reason and take specific actions to address those. <\/li>\n<li>\tConsistently invest in helping women challenge their own self-limiting <a href=\"http:\/\/projects.rapidmind.in\/navgati\/people-leadership-programs\/#bm-div\">beliefs<\/a> about their roles in the family and at work (that they have to be super great at both; that it\u2019s not ok to ask for help; that it\u2019s not ok to ask for a challenging role if you have family demands on your time etc.)\n<\/li>\n<\/ul>\n<h4> How do you challenge the bias that women could experience? <\/h4>\n<ul>\n<li> \tOvercoming <a href=\"http:\/\/projects.rapidmind.in\/navgati\/people-leadership-programs\/#bm-div\">unconscious bias<\/a> is the need of the hour however addressing it in pockets resulted in strengthening the feeling of men vs women.  One organization invested itself in a <a href=\"http:\/\/projects.rapidmind.in\/navgati\/people-leadership-programs\/#bm-div\">growth mindset<\/a> program rolled out across the organization based on the premise \u201c if you have a brain, you have a bias\u201d. This org wide awareness resulted in people being more forthcoming about bias and challenging it.<\/li>\n<li>\tEngaging male allies to not just be ok with the concept of bias but also confronting it when they see it happening (eg a woman\u2019s voice being ignored in favour of a man\u2019s). <\/li>\n<li>\tChallenging common practices in communication \u2013 for example referring to women as \u201cdiversity hires\u201d results in even senior women feeling like they were hired for their gender and not their competence; using the term \u201che\/she\u201d when talking about hypothetical managers or leaders. <\/li>\n<li>Getting senior leaders to spend time with women who they would otherwise not have worked with. The leaders came back and said \u201cwe had no idea we had such talent; that we now understand the challenges women go through\u201d<\/li>\n<li>\tA reverse mentoring program: the team picked women from across groups and levels; paired them with senior leaders who were to get mentored. It created a lot of discomfort in the beginning but shifted perspectives substantially. The women were given topics to talk to their mentees about such as \u201cI feel judged when..\u201d, \u201cThe strangest feedback I\u2019ve ever heard is\u2026\u201d \u201cNo one ever talks about\u2026.\u201d\n<\/li>\n<\/ul>\n<h4> What initiatives have you taken to address slowdown in career progression for women?<\/h4>\n<ul>\n<li>Talent reviews are conducted blind; no details of gender or demography; or mobility. <\/li>\n<li>\tA promotion process that encourages people to nominate themselves \u2013 they found that women nominate themselves lesser than their managers think; so are investing in learning programs to help women challenge their beliefs about readiness. <\/li>\n<li>\tBuild more networking opportunities for women<\/li>\n<li>\tCreate awareness for women on how to create allies and how to reach out to mentors<\/li>\n<li> Returning to work program \u2013 assessing their competency at this point in time (as opposed to positioning them where they were when they left) <\/li>\n<li>Strengthen manager communities \u2013 teaching front line managers to be more inclusive and to confront aggressive or discriminatory behaviour. <\/li>\n<\/ul>\n<h4>What advice would you have for organizations on this journey? <\/h4>\n<ul>\n<li>Don\u2019t be in a hurry\n<li>\tDon\u2019t just invest in training \u2013 has to be a systemic approach\n<li>\tInvest consistently over a period of time \u2013 don\u2019t give up on anything too quickly\n<li>\tMake sure you have the culture in place\n<li>Get leadership buy in \u2013 personal accountability at that level really helps.\n<li>\tHave employee led groups to serve as catalysts to help drive the change \u2013 talk about their challenges and the changes they want to see.\n<li>\tDon\u2019t be disheartened if things don\u2019t change overnight \u2013 what you\u2019re working on is social change. <\/li>\n<\/ul>\n<h4>How do you showcase ROI of DEI programs?<\/h4>\n<ul>\n<li>\tDefine what you\u2019re solving for at the different levels of the Kirkpatrick model \u2013 you can\u2019t measure if you don\u2019t know what you\u2019re seeking to change<\/li>\n<li>\tInclude questions part of the quarterly employee engagement survey \u2013 this results in an inclusion index and all programs are connected to this<\/li>\n<li>\tRun a separate pulse for D&#038;I \u2013 otherwise could get sidelined <\/li>\n<li>\tMeasuring performance of similar units with different gender diversity ratios \u2013 if all else is same, are gender diverse teams performing better? While this is stilla work in progress, the initial numbers are encouraging<\/li>\n<li>\tAll senior leaders have a DEI dashboard with different factors \u2013 hiring ratios; diversity of panel; of candidates; time taken to become a manager for men and women.<\/li>\n<\/ul>\n<h4>What is one thing you wish you had known\/done when you started work on this area?<\/h4>\n<p><i> <\/p>\n<ul>\n<li>\tI wish I had listened more to women at all levels before jumping into solutions<\/li>\n<li>\tI wish I had known that it\u2019s not an easy or fast journey; that I had asked what support looks like to the audience more often<\/li>\n<li>\tI wish I had been able to ask others why they were really doing this \u2013 is it an organizational initiative or is it coming from a space of true respect for what gender brings in<\/li>\n<li>\tI wish I had got my allies together from day one \u2013 not just senior management but across the board<\/li>\n<li>\tI wish I had known not to make assumptions, everyone is fighting their own battles<\/li>\n<\/ul>\n<p> <\/i><\/p>\n","protected":false},"excerpt":{"rendered":"<p>We asked a community of learning leaders what the most tokenistic gestures were on Women\u2019s day and the list goes as such \u2013 pink roses, spa treatments, potted plants, movie tickets, foot massages. Not bad at all in themselves but if they are tokenistic (defined as \u201cthe practise of doing something only to prevent criticism [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":10875,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[28,10],"tags":[],"class_list":["post-10854","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-all","category-women-leadership-development"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v23.5 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Beyond Tokenism - Navgati<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/projects.rapidmind.in\/navgati\/beyond-tokenism\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Beyond Tokenism - Navgati\" \/>\n<meta property=\"og:description\" content=\"We asked a community of learning leaders what the most tokenistic gestures were on Women\u2019s day and the list goes as such \u2013 pink roses, spa treatments, potted plants, movie tickets, foot massages. 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