From Allies to Advocates: The Crucial Role of Leaders in Advancing Gender Equity in Corporate India

Over the last decade, the corporate landscape in India has made notable strides towards improving gender equity, yet significant challenges remain. While organisations have begun to embrace diversity, equity, and inclusion (DEI) initiatives, progress has been uneven, especially for women from marginalised communities. As leaders navigate these complexities, it's crucial to recognise and act on the pivotal role that male allyship, managerial support, and leadership commitment play in driving meaningful change. This recognition should not just enlighten us, but also empower us with the awareness of the power we hold to bring about change. Your role in this journey is not just crucial, it's indispensable; your actions can make a significant difference and empower others to do the same.

With a wealth of experience exceeding 30 years in IT and digital transformation leadership, I have had the privilege of witnessing the barriers women face, particularly in male-dominated sectors like technology and finance. My close association with a leading MNC IT consulting firm, banks in the private sector, and PSU has allowed me to observe both incremental progress and persistent gaps in achieving gender equity. This article delves into how corporate India can advance gender equity by harnessing allyship, accountability, and inclusive leadership.

The Evolving Landscape of Gender Equity in Corporate India

The corporate world in India is undergoing a slow but necessary transformation regarding gender diversity. Over the last decade, significant progress has been made, and conversations around gender equity have gained traction, driven by societal shifts and the growing recognition of the business case for diversity. This substantial progress, including the fact that women now hold 21% of C-suite roles in India, up from 14% in 2015, should instil optimism for a more equitable future. It's important to remember that change is happening, and it's happening for the better.

However, the journey has been challenging. While some companies have developed robust DEI frameworks, the implementation and impact of these initiatives have been inconsistent. According to a report from 2022, women now hold 21% of C-suite roles in India, up from 14% in 2015. This progress, while commendable, still falls short of achieving true gender parity, especially for women from underrepresented groups. It's important to acknowledge and work towards overcoming these challenges, as it fosters understanding and empathy in our journey towards gender equity.

In an era where organisations are scrutinised for their inclusivity efforts, economic pressures have led some companies to scale back their DEI commitments. A study by a Professional Services firm found that in 2018, 82% of organisations in India identified gender diversity as a critical priority, but by 2024, this number is expected to drop to 70%. This decline reflects a global trend of deprioritising DEI initiatives in times of uncertainty. However, sustained efforts are most needed during these times to create lasting change, underlining the situation's urgency.

The Power of Allyship: Moving Beyond Support to Advocacy

One of the most critical drivers of gender equity in corporate India is allyship. In a business environment where men hold most leadership positions, their support is crucial for advancing women's careers. Allyship is more than passive support; it is about taking active steps to challenge biases, advocate for equal opportunities, and amplify women's voices in the workplace.

1. Male Allyship: A Catalyst for Change Male allyship is particularly impactful in sectors like technology and finance, where women are often underrepresented. Men in leadership positions can play a pivotal role in championing their female colleagues' careers by advocating for their inclusion in decision-making processes, mentoring them for leadership roles, and addressing the barriers that hinder their advancement.
   
   However, allyship must go beyond surface-level support. True allies take on the role of advocates, using their influence to call out gender biases, push for inclusive hiring practices, and ensure that women's contributions are recognised and rewarded. Programs that formalise allyship within organisations can create safe spaces for men to learn about women's challenges and encourage them to take concrete actions toward building a more equitable workplace.
2. From Allyship to Advocacy Allyship becomes advocacy when leaders take proactive steps to eliminate barriers to gender equity. This requires leaders to listen to women's experiences, particularly those from marginalised groups, and to use their position of power to implement meaningful change. Advocacy can take many forms, including sponsoring women for leadership roles, promoting equal pay, and addressing workplace harassment and discrimination.
   
   For male leaders, transitioning from allyship to advocacy means recognising the systemic nature of gender inequality and committing to long-term change. It involves holding themselves and their peers accountable for creating a culture of inclusion where gender equity is not just an initiative but a core value of the organisation.

Managerial Accountability: Building Inclusive Work Cultures

While allyship is essential, it must be complemented by managerial accountability to create a truly inclusive work environment. Managers are often the gatekeepers of corporate culture, and their support is vital in advancing gender equity within teams.

1. Reducing Bias in Hiring and Promotions Both conscious and unconscious bias continue to be a significant obstacle in hiring and promotion decisions. Women, particularly in leadership roles, are often held to stricter standards than their male counterparts. This double standard perpetuates the glass ceiling, preventing many qualified women from advancing in their careers.
   
   To combat this, organisations must take deliberate steps to reduce bias in their hiring and promotion practices. This can include anonymising resumes, standardising interview processes, and ensuring that candidate pools are diverse. Training managers to recognise and mitigate their biases is another essential strategy for creating a level playing field for all employees.
2. Addressing Bias in Performance Evaluations Performance evaluations often reflect gender biases, with men receiving more constructive and detailed feedback than women. Inconsistent feedback practices can profoundly impact career progression, particularly regarding leadership development and promotions. Implementing standardised performance review processes emphasising transparency and fairness can help close the gap in promotions and salary increases between men and women.
3. Supporting Managers to Build Inclusive Teams Managers must be empowered and equipped to foster inclusivity within their teams. This includes providing them with the tools and resources to identify and dismantle the barriers that women face in the workplace. However, many managers report feeling overwhelmed by their workloads, hindering their ability to prioritise DEI efforts. Organisations must address managerial burnout by providing additional support and reducing workloads, allowing managers to focus on building inclusive teams.

The Role of Caregiving Responsibilities in Gender Equity

A crucial yet often overlooked aspect of gender equity is the disproportionate caregiving responsibilities that women shoulder. In India, societal norms still place a significant burden on women in managing both work and family obligations. This "double burden" frequently hinders women's career advancement, as they are more likely to take career breaks for caregiving, which can result in penalties when they return to the workforce.

1. Expanding Flexible Work Options and Return-to-Work Programs Many Indian companies have made strides in offering parental leave and flexible working conditions, but these benefits must be expanded and normalised across the board. Flexible work arrangements should not be viewed as a particular concession for women but as a standard option for all employees. Return-to-work programs that support women re-entering the workforce after extended breaks are also crucial in ensuring that caregiving does not permanently derail their careers.
2. Creating a Supportive Work Environment for All Caregivers Creating an environment that supports caregivers, regardless of gender, is critical to advancing gender equity. Normalising flexible work schedules and caregiving benefits for men and women can help shift societal expectations around caregiving roles. When companies promote a culture where caregiving is seen as a shared responsibility, it reduces the stigma often accompanying taking time off for family obligations.

The Importance of Inclusive Leadership

At the heart of advancing gender equity is inclusive leadership. Leaders set the tone for organisational culture, and their commitment to inclusivity can drive significant change. Inclusive leaders actively seek diverse perspectives, challenge the status quo, and hold themselves and their teams accountable for creating an equitable workplace.

1. Building a Diverse Leadership Pipeline One of the most impactful ways leaders can support gender equity is by building a diverse leadership pipeline. This involves identifying high-potential female employees early in their careers and providing them with the mentorship, sponsorship, and leadership development opportunities they need to advance. By creating a clear path to leadership for women, organisations can ensure that gender diversity is represented at every company level.
2. Championing DEI as a Strategic Business Imperative Diversity, equity, and inclusion should not be seen as separate from the core business strategy but as integral to an organisation's long-term success. Research has shown that companies with diverse leadership teams are more innovative, make better decisions, and are better positioned to succeed in the global marketplace. Leaders prioritising DEI as a strategic imperative will create fairer workplaces and drive better business outcomes.

Conclusion: The Path Forward

Gender equity in corporate India is not just a moral and business imperative. As organisations navigate the challenges of the modern workplace, allyship, managerial support, and inclusive leadership will be crucial in creating a culture where women can thrive.

The progress made over the last decade is encouraging, but much work still needs to be done. By reducing bias in hiring and promotions, supporting caregivers, and holding leaders accountable for DEI outcomes, corporate India can make meaningful strides toward achieving gender equity.

My journey as a champion of advanced technology and inclusive leadership highlights the importance of continued commitment to these goals. The future of work is one where all employees, regardless of gender, have equal opportunities to succeed. Now is the time for leaders to move from allies to advocates and take the necessary steps to build a more inclusive and equitable corporate India.