NEWSLETTER September 2016

Dawn of a new year sows greater energy and optimism in almost all operational relations - businesses being no exception. Talent management strategies are refurbished to deliver greater impact and agendas for the same are revamped for nobler goals. In a land where diversity is perhaps at its intrinsic best, it is inevitable that we explore what this year- 2016 holds for Diversity & Inclusion for India Inc.

Let us start with a holistic view of diversity dimensions for businesses in India. Taking into account the key stakeholders of a typical venture, there is workforce diversity, customer diversity and then there is supplier diversity. In the context of corporate India, there are men and women, belonging to five different generations or more, culturally and linguistically diverse, some differently abled, having different sexual orientations - but all contributing collaboratively to the growth of businesses as their employees, customers or suppliers. Needless to say the 'potential actualization' of each of these diverse stakeholders happens only when inclusivity is the anchor of all consequential transactions amongst them. This is to mean that business results are delivered, employees are better engaged, customers are happier and suppliers are most effective when the principle of inclusion is applied to all purposeful interactions (business oriented or otherwise).

In 2015, we at AVTAR conducted two impactful research studies in the space of D & I in India on the two most emphasized diversity strands - gender and generation. While the first study explored the differences in the career intentionality of men and women professionals at various stages of their careers in India and provided pointers to inclusive management strategies towards gender balance, the second study focused on the career aspirations and work architectures of the most influential generation of our times as also the most populous in the Indian workplace - the Millennials (Born after 1985).

To draw from a few key insights that STUDY 1 gave to the end of greater gender inclusivity, discerning organisations wanting to push the needle forward for greater gender diversity in 2016, may derive from the following observations:

• Women at early and mid career stages picked 'Career achievement' as their single most important career driver. Organisations keen on retaining women talent need to cater to this critical aspiration of women - providing them with opportunities to connect to mentor or career sponsors, helping them network professionally and organising skill building drives can make women feel more included.

• Early and mid career men are increasingly intent on work life integration. While career growth continues to be a priority, well-integrated lives help them stay most productive. D & I strategies that tend to focus on the traditionally underrepresented gender - women, might also want to address this concern of the corporate natives -men.

• Women had fewer role models to look up to than men. Biases -conscious and unconscious continue to impact the talent management process at critical junctures - from attraction to engagement to retention. Becoming gender bilingual to understand the behavioural variances between the genders and cultivating collaborative leaders can help organisations become more inclusive of the genders and in the process create more leaders (men or women) who can inspire both men and women.

Let me now draw your attention to the second study that was on managing millennial talent in India. For the record, millennials are projected to account for more than 50% of the Indian workforce by 2020. So how can they be most inclusively managed? How can organisations ensure that as millennials slowly take over the corporate reigns, the transitions are least turbulent? Here are our pointers:

1. Career wise they want to grow and grow fast. This has two important implications: a) They are intent on proving their merit to find their way up the ladder b) They will be at their best in an inspired, inclusive environment

2. Their autonomy is paramount to them. This would actually mean that millennials want to be empowered, to be made responsible, and to be left to prove their mettle. Inclusive paradigms can enable greater empowerment, which can in turn result in most effective millennial employees.

3. Organisational culture is critical when they make their choice of job. Millennials want to work with organisations where there is no conflict of interest, the vision and goals are in sync with theirs. It is left to say that millennials want to thrive in an organisational setting where there is mutual trust and respect, opinions are valued and included and there is a shared purposeful goal to work towards, that inclusive leaders co-create.

The roadmap is not as definitive as a physical one that I would use while driving towards my destination. And there could be pit-falls, unforeseen challenges along the way. But as you in your capacity as a thought leader, drive your organisation towards its destination of greater D&I - ensuring that all parts of the 'system' you are driving are in sync with each other and are most effectively used, proactively carrying your repair gear and securing yourself with the knowledge of refueling stations along the way - are all what you need to START! Here is to a great 2016!

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