The dearth of diversity within workplaces can yield profound repercussions affecting both employees and organisations alike. In environments devoid of diversity, there exists a risk of homogeneity, where ideas, perspectives, and experiences are confined. This restricted diversity stifles creativity and innovation, impeding the exploration of new products, services, and solutions. 

Consequently, employees may feel marginalised or excluded, leading to diminished morale, engagement, and productivity levels. Additionally, the absence of diverse representation within organisations can hinder their ability to comprehend and cater to the needs of varied customer bases. This shortfall may result in missed opportunities for expansion into new markets and growth. 

Furthermore, lacking diverse perspectives at decision-making junctures can render companies susceptible to oversight of potential risks and challenges, rendering them less resilient and adaptable in today's dynamic business landscape. Moreover, the scarcity of diversity may perpetuate systemic inequalities and impede efforts to cultivate inclusive cultures. 

It can fuel the persistence of unconscious biases and discriminatory practices, culminating in disparities in recruitment, advancement, and remuneration. Ultimately, organisations bereft of diversity may find themselves at a competitive disadvantage, both in terms of attracting top talent and effectively addressing the evolving demands of their stakeholders, highlighted Aruna Newton - Global Head- Diversity & Inclusion, Sustainability Governance and Reporting – Infosys. 

During an exclusive interview with People Matters, she talked about how and why nurturing diversity and inclusion within the workplace emerges not only as a moral imperative but also as a strategic requisite for sustained success and resilience.

Excerpts from the interview: 

Can you share your observations on the presence of deeply entrenched gender biases in the workplace? How do these biases manifest in day-to-day interactions and decision-making processes?

Historically, men have enjoyed positions of privilege in society and in the world of work - over women. Greater voice, greater access to leadership positions, more opportunities for career advancement, and several advantages which have conditioned us all to unwittingly bring an unconscious gender bias to the workplace. 

These manifest as microaggressions - being interrupted, patronised, their expertise being questioned – all encountered commonly, frequently than we might imagine, by women. Most often, these don’t stem from an intent to hurt or disrespect. Nevertheless, the damage they cause to women’s health, productivity at work and psychological well-being is immense. 

It's important for allies to consciously acknowledge this, before we can remedy it, and be able to actively nurture a workplace where everyone feels included, respected, and valued.  

Our campaign for International Women’s Day 2024 #SpotItToStopIt, addressed the need to nurture supportive ecosystems that goes beyond creating awareness  around microaggressions that are the result of unconscious gender bias and build the validations and support to inspire inclusion.

How do you ensure that gender diversity and inclusion efforts are integrated into the broader organisational culture and not viewed as mere compliance measures?

Organisations have long recognised the power of building inclusive workplaces that encourage the participation of diverse talent to deliver and sustain business results. A great place to start is by integrating the commitment to diversity, equity, and inclusion into the company’s code of conduct and incorporating it into processes and practices that extend beyond the talent strategy to encompass the entire business strategy. 

There is an opportunity to take action from the top down and the bottom up, including establishing goals, targets, and measures for leadership to enable ecosystems that foster diverse participation.

What metrics or indicators do you believe are crucial for assessing the effectiveness of gender equality initiatives within an organisation?

Organisations can consider several metrics, including the representation of women in leadership roles. Beyond hierarchical positions, measuring women's participation in driving business growth across key areas such as new initiatives, innovation, research, and critical client relationship management will enable organisations to focus more deliberately on strengthening the quality of women’s involvement in areas crucial to the company's success.

In your experience, how do workplace cultures either facilitate or hinder efforts to prioritise employee well-being, particularly for women?

Workplace cultures can act as amazing enablers to inspire their women to further their careers.  It is useful to highlight and discuss specific actions that can be great enablers. For instance, at Infosys we set up the ‘Mom’s Net’, physical infrastructure in each of our development centres that boast workstations, lactation rooms and interaction spaces offering a safe and comfortable workplace to integrate back from maternity, or in another example enabling women on career breaks to resume their careers through enablement and mentorship, encouraging workplace flexibilities.

I think as we become more accepting of a diverse world, diverse challenges to be tackled, and diverse opportunities to be leveraged our ability to make informed decisions to strengthen a diverse workforce and achieve personal and professional success for all while delivering great business results will also get better.

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Are there any specific initiatives or programs you have seen implemented successfully to support the work-life balance of women in leadership positions?

Workplace flexibilities have enabled women to manage their personal and professional aspirations more holistically. Some examples of successful interventions include ‘Family Matters’ our ERG focused on relationships, parenting, health, nutrition and more has enabled us to create a mosaic of invaluable conversations, networks of support and wisdom that have enabled women achieve their goals. 

Focused developmental interventions, mentoring conversations and peer networks have been great enablers. Forums at the workplace that address personal aspirations from music, art, culture to gardening, philately to community work, and more have created the inspiration to strive further. 

‘Stellar Saturday’ a celebration with family at friends hosted at Infosys campuses, ‘Petit Infoscion’ a one-of-its kind annual event across Infosys campuses honouring children of Infoscions with awards and a day long engagement, ‘Spouse Day’, ‘Parents Day’, and many other engagements have also enabled employees to share with pride their workplace with their friends and family drawing them closer as collaborators for success.

As a senior leader, how do you personally champion the cause of gender equality and work-life balance within your organisation?

Gender equality and work-life balance require sustained conversations supported by action. My efforts range from devising and deploying metrics, measurements and rewards to practices that enable us to raise the bar of employee wellness and experience consistently. It’s also important to role model the desired behaviour.

Conversely, what risks or consequences might organisations face if they fail to combat gender bias issues adequately?

In any organisation, diversity positively impacts decision-making and problem-solving. Unfair treatment or gender bias can demotivate employees making them feel undervalued or discriminated against. This ultimately, affects the productivity and the overall performance of the company. It is important that every organisation fosters a harmonious workplace environment free from any bias so as to ensure that they are not only successful but also sustainable.