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\"\"Infosys<\/a>, India’s second largest technology services company, quietly reached a significant landmark by the third quarter of this fiscal — it had 116 more women than men at its Mysore training campus.
\n
Across technology services companies, the challenge of creating an equal number of men and women in the workforce is past level one and in not too long a span. From less than 20% of the workforce being women around 2008, most companies today — including Infosys, Wipro<\/a>, Mindtree<\/a>, SAP<\/a>, Accenture<\/a> and Capgemini — report about half the entry-level recruits being women.
\n
Sangeeta Gupta, senior vice-president, Nasscom, says, “Conscious efforts towards creating diversity, better retention strategies and women-friendly work environments have paid off in creating the gender balance.” Nasscom itself has just appointed its first female president, Debjani Ghosh, who takes over in April. Ghosh, a tech industry<\/a> veteran, is former managing director of Intel South Asia.
\n
\nWHAT DRIVES CHANGE<\/strong>
\nRichard Lobo, executive vice-president, Infosys, says, “A safe environment, right work and equal opportunity helped in increasing the number of women in the workforce.” Lobo, who also heads HR, says parents and society are behind the change as well as there are more women completing college and gaining employment qualifications. Sunita Cherian, senior vice-president, corporate HR, Wipro, stresses that no concessions are made for women. “We are concerned about inclusion but don’t compromise on merit.”
\n
\nChitra Byregowda, head, sustainability & diversity, Mindtree, says there are more women taking science, technology, engineering and mathematics (STEM) courses and hence, entering the workforce. At its Bhubaneshwar Learning Centre — where fresh recruits are trained — 49% are women, up from 16% in 2004. “We have also started hiring from women-only engineering colleges and co-sponsored events like women-only marathons,” she adds. At SAP Labs India, research arm of the business software maker, 34% of a 7,000 workforce comprises women. At Accenture India, one-third of the 1,50,000-strong team are women.
\n
\nMISSING IN MID-TO-SENIOR ROLES<\/strong>
But the battle for gender equality<\/a> in the $160-billion technology services business employing 3.9 million is only half won, limiting itself to entry-level. Role models like Nasscom’s Ghosh are few and far between. Consider the numbers. At Infosys, men still comprise 90% of the 300 senior-level workforce. Only three of its 15 executive vice-presidents are women. At Wipro, a mere 10% of the middle management comprises women. At Mindtree, only 6% of vice-presidents and above are women.
\n
\nCapgemini India, led, till recently, by a woman, has 15% women in senior roles. Former chief executive Aruna Jayanthi moved in 2016 after five years to a global role — as CEO of businesses services at Paris-headquartered Capgemini Group. In January 2017, IBM India appointed Vanitha Narayanan as chairman. Former Facebook India sales head Kirthiga Reddy has moved to California head office. However, these are more exceptions than the norm at CXO level in India.
\n
\n3M & MID-CAREER CRISIS<\/strong>
\nMost women drop out midway in their careers for a variety of reasons, their numbers shrinking in higher management. Byregowda points out that 3M — marriage, maternity, motherhood — disrupts careers and is the key reason for less women at senior levels. This is despite ‘lactation rooms,’ crèches and work-from-home options encouraging a return to work. Gayathri Ramamurthy, head, diversity & inclusion, India, Capgemini, says the existing sociocultural set-up in India poses a big challenge to women at workplace post marriage. “There’s an absence of consistent and strong support from immediate family or existing infrastructure. Women’s careers take a back seat in family decisions, especially on geographical mobility.”
\n
\nInfosys’ Lobo acknowledges challenges and moots a long-term perspective. “A career is a 30 year-plus association and we can’t take a short term view of it due to pauses because of marriage or children.” Infosys allows nine days a month to work from home (open to men as well), besides a focus on encouraging a return to work after maternity break. “Leadership takes time to happen. The focus continues on making a more collegial and safe working environment. We need more role models as well,” says Lobo.
\n
\nMindtree does career comeback programmes. But a problem, as Cherian of Wipro points out, is that “when women return after a break, they prefer back-end roles rather than client facing assignments — the latter is where the growth is.” Mohan Sekhar, senior managing director, Accenture Technology Services, concurs. “Very often, when women decide to return to work, they opt to move into general management and programme management roles instead of roles of technologists, due to lack of relevant skills.”
\n
\nNasscom’s Gupta says, “Women need to ask, ‘What next for me?’ As men do.” Shraddhanjali Rao, head of human resources, SAP India, sees an “unconscious bias. Diversity, or the lack of it, is a result of people making decisions about employees. Often, these appear to favour certain demographic groups. This is often not intentional – our own unconscious biases cause us to have implicit ideas about what an ideal employee or leader looks like, and our decisions are made accordingly.” Business leaders need information at the point of decision, enabling them to rely less on gut feel about whether people “look right for a job” and more on jobrelevant data, insights and intelligence.
\n
\n“Companies need tools that allow them to attract, engage and harness the best talent available in an increasingly diverse market,” says Rao. Anuradha Mittal, a technology veteran who worked in companies including IBM, Cisco in India, Singapore and Australia, believes things are changing. However, “the glass ceiling is much lower in India. Besides, IT-BPO companies have 24-hour work clocks, which can discourage women to take up senior roles post marriage. And despite changing times, in India, a woman boss is still not seen as an ideal scenario,” adds Mittal, now an angel investor who also works on government projects.
\n
\nOverall, multinationals (even in their India operations) tend to have more women in senior roles. For instance, around 15% senior level roles at Capgemini are with women while at SAP Labs India, it is 25%. At Accenture, globally, women accounted for almost one-third of promotions to managing director in 2017. Wipro’s Cherian believes there will be more women leaders in future as their numbers at entry level have grown. She herself was a campus recruit and has been at Wipro for 22 years. Wipro has a WoW (Women of Wipro) Moms programme.
\n
\nA lot of the so-called problems are also being tackled as companies are global. For instance, deals don’t always happen over drinks and dinner, where women may not join in. “In our kind of business, even clients have women and off-sites are being planned by women as well,” says Lobo. He and others believe things will change in five years or less and there could be half or more of the leadership teams across companies comprising women.
\n\n<\/body>","next_sibling":[{"msid":62925219,"title":"Xiaomi won\u2019t increase phone rates, launches Mi TV","entity_type":"ARTICLE","link":"\/news\/xiaomi-wont-increase-phone-rates-launches-mi-tv\/62925219","category_name":null,"category_name_seo":"telecomnews"}],"related_content":[],"msid":62925292,"entity_type":"ARTICLE","title":"Gender equality, still a startup at technology companies","synopsis":"Although there are now equal number of men and women at the starting line of technology services careers, very few women make it past the mid management milestone.","titleseo":"telecomnews\/gender-equality-still-a-startup-at-technology-companies","status":"ACTIVE","authors":[{"author_name":"Shelley Singh","author_link":"\/author\/19505\/shelley-singh","author_image":"https:\/\/etimg.etb2bimg.com\/authorthumb\/19505.cms?width=100&height=100","author_additional":{"thumbsize":true,"msid":19505,"author_name":"Shelley Singh","author_seo_name":"shelley-singh","designation":"Senior Editor","agency":false}}],"Alttitle":{"minfo":""},"artag":"ET Bureau","artdate":"2018-02-15 08:54:54","lastupd":"2018-02-15 08:55:56","breadcrumbTags":["gender equality","technology companies","SAP","Wipro","Accenture","industry","Infosys","MindTree"],"secinfo":{"seolocation":"telecomnews\/gender-equality-still-a-startup-at-technology-companies"}}" data-authors="[" shelley singh"]" data-category-name="" data-category_id="" data-date="2018-02-15" data-index="article_1">

性别平等,还是在科技企业创业

虽然现在有相同数量的男性和女性在起跑线上的技术服务事业,很少女性让它过去的中期管理的里程碑。

雪莱辛格
  • 更新于2018年2月15日08:55点坚持
印孚瑟斯静静地,印度第二大技术服务公司达成了一项重要的具有里程碑意义的116年第三季度财政——它的女性比男性多在迈索尔培训学校。

在技术服务公司,创建一个的挑战相同数量的男性和女性在劳动力的过去一级,不久一个跨度。从不足20%的劳动力是女性大约在2008年,今天的大多数公司,其中包括印孚瑟斯,Wipro,Mindtree,SAP,埃森哲咨询公司和凯捷-报告大约一半的入门级员工是女性。

国家软件和服务公司协会,高级副总裁桑吉塔•古普塔说:“有意识的努力创造多样性,更好的保留策略和友好的工作环境得到了回报创造性别平衡。“行业协会本身刚刚任命了第一位女总统,Debjani Ghosh, 4月份接管。Ghosh、科技行业老兵,是英特尔南亚的前董事总经理。

驱动器改变什么
执行副总裁理查德•Lobo印孚瑟斯,说:“一个安全的环境,对工作和机会平等有助于增加女性劳动力的数量。“人力资源负责人Lobo说,家长和社会背后的改变以及有更多的女性完成大学并获得就业资格。Sunita Cherian高级副总裁、公司人力资源,Wipro,强调女性没有让步。“我们关心的是包容但不妥协的优点。”

Chitra Byregowda、头、可持续性和多样性,Mindtree,说有更多的女性在科学,技术,工程和数学(STEM)课程,因此,加入劳动大军。在其Bhubaneshwar学习中心,新兵训练- 49%是女性,从2004年的16%。“我们也开始从女性专用招聘工程学院和联合事件像女性专用马拉松,”她补充道。印度在SAP实验室,研究机构的商业软件制造商34%的7000劳动力由女性组成。埃森哲印度三分之一的50000强大的团队是女性。

失踪MID-TO-SENIOR角色
但战斗性别平等390万年1600亿美元的技术服务业务使用只是赢了一半,限制自己入门级。榜样像Nasscom Ghosh是少之又少。考虑到数字。印孚瑟斯,男性仍占300高级劳动力的90%。只有三个15的执行副总裁是女性。Wipro,只有10%的中层管理包括女性。Mindtree,只有6%的副总裁及以上是女性。

凯捷印度,领导,直到最近,由一个女人,有15%的女性在高级角色。前首席执行官阿鲁娜Jayanthi五年后于2016年搬到了全球的角色——首席执行官Paris-headquartered凯捷集团企业服务。2017年1月,IBM印度任命Vanitha Narayanan担任董事长。Facebook前印度销售负责人Kirthiga Reddy已经搬到加州总部。然而,这些比常态CXO水平异常在印度。

3 m &中期危机
大部分女人中途辍学在职业生涯因为各种各样的原因,他们的数量缩水更高的管理。Byregowda指出,3 m -婚姻,母性,母爱——会影响事业和更少的女性在高级水平的关键原因。尽管哺乳室、托儿所和在家工作的选择鼓励回归工作。Gayathri需要、头、多元化和包容,印度,凯捷说,现有的社会文化建立在印度对女性在工作场所后婚姻构成一个巨大的挑战。“缺乏一致性和直系亲属或现有的基础设施的大力支持。女性的职业生涯退居幕后,在家庭决策,特别是在地理流动性。”

印孚瑟斯的Lobo承认挑战和争议的长远。“职业生涯是一个30年外加协会,我们不能把一个短期的观点由于停顿,因为婚姻和孩子。”Infosys允许九天在家工作一个月(男性)开放,除了专注于鼓励孕妇休息后返回工作岗位。“领导需要时间发生。重点继续做一个更合格、安全的工作环境。我们需要更多的榜样,”洛沃说。

Mindtree事业回归计划。但是一个问题,因为Cherian Wipro指出的那样,是“妇女休息后返回时,他们更喜欢端角色而不是客户面临的任务——后者是生长在哪里。“高级董事总经理Mohan Sekhar埃森哲技术服务,所赞同的。“通常,当女人决定重返工作岗位,他们选择进入综合管理和项目管理角色,而不是技术专家的角色,由于缺乏相关的技能。”

行业协会的古普塔说,“女人需要问,‘接下来给我吗?”男人。“Shraddhanjali Rao,人力资源主管,SAP印度,看到一个“无意识的偏见。多样性,或缺乏,人们对员工做出决策的结果。通常,这些似乎支持特定的人群。这通常不是故意的——我们的无意识的偏见使我们有隐含的想法关于理想的员工或领导的样子,和相应的决策。“商界领袖需要信息的决策,使他们能够更少依赖直觉的人”是否适合一份工作”,更在jobrelevant数据,见解和智慧。

“企业需要工具,允许他们吸引,吸引和利用最优秀的人才在一个日益多样化的市场,”Rao说。阿塔尔,技术经验丰富的工作公司包括IBM、思科在印度、新加坡和澳大利亚,相信事情正在改变。然而,“玻璃天花板在印度低得多。此外,IT-BPO公司24小时工作时钟,可以阻止女性角色的高级职务婚姻。尽管时代变化,在印度,一个女人的老板仍然不被视为一个理想的场景中,“现在增加了米塔尔,天使投资人也在政府项目上工作。

总的来说,跨国公司(即使在其印度业务)往往有更多的女性在高级角色。例如,约15%的高层与女性角色在凯捷在SAP实验室印度,它是25%。埃森哲在全球范围内,女性占了几乎三分之一的促销活动在2017年董事总经理。Wipro的Cherian认为未来将会有更多的女性领导者在入门级的增长数字。她是一个校园招募和Wipro已有22年。Wipro哇(Wipro)的女性妈妈计划。

很多所谓的问题也被解决,公司是全球性的。例如,交易并不总是发生在饮料和晚餐时,女人不能加入。“在我们的业务,甚至妇女和非现场客户正在计划由女性,“Lobo说。他和其他人相信事情将会改变在五年或更少,可能有一半以上的跨公司由女性领导团队。
  • 发布于2018年2月15日凌晨08:54坚持
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\"\"Infosys<\/a>, India’s second largest technology services company, quietly reached a significant landmark by the third quarter of this fiscal — it had 116 more women than men at its Mysore training campus.
\n
Across technology services companies, the challenge of creating an equal number of men and women in the workforce is past level one and in not too long a span. From less than 20% of the workforce being women around 2008, most companies today — including Infosys, Wipro<\/a>, Mindtree<\/a>, SAP<\/a>, Accenture<\/a> and Capgemini — report about half the entry-level recruits being women.
\n
Sangeeta Gupta, senior vice-president, Nasscom, says, “Conscious efforts towards creating diversity, better retention strategies and women-friendly work environments have paid off in creating the gender balance.” Nasscom itself has just appointed its first female president, Debjani Ghosh, who takes over in April. Ghosh, a tech industry<\/a> veteran, is former managing director of Intel South Asia.
\n
\nWHAT DRIVES CHANGE<\/strong>
\nRichard Lobo, executive vice-president, Infosys, says, “A safe environment, right work and equal opportunity helped in increasing the number of women in the workforce.” Lobo, who also heads HR, says parents and society are behind the change as well as there are more women completing college and gaining employment qualifications. Sunita Cherian, senior vice-president, corporate HR, Wipro, stresses that no concessions are made for women. “We are concerned about inclusion but don’t compromise on merit.”
\n
\nChitra Byregowda, head, sustainability & diversity, Mindtree, says there are more women taking science, technology, engineering and mathematics (STEM) courses and hence, entering the workforce. At its Bhubaneshwar Learning Centre — where fresh recruits are trained — 49% are women, up from 16% in 2004. “We have also started hiring from women-only engineering colleges and co-sponsored events like women-only marathons,” she adds. At SAP Labs India, research arm of the business software maker, 34% of a 7,000 workforce comprises women. At Accenture India, one-third of the 1,50,000-strong team are women.
\n
\nMISSING IN MID-TO-SENIOR ROLES<\/strong>
But the battle for gender equality<\/a> in the $160-billion technology services business employing 3.9 million is only half won, limiting itself to entry-level. Role models like Nasscom’s Ghosh are few and far between. Consider the numbers. At Infosys, men still comprise 90% of the 300 senior-level workforce. Only three of its 15 executive vice-presidents are women. At Wipro, a mere 10% of the middle management comprises women. At Mindtree, only 6% of vice-presidents and above are women.
\n
\nCapgemini India, led, till recently, by a woman, has 15% women in senior roles. Former chief executive Aruna Jayanthi moved in 2016 after five years to a global role — as CEO of businesses services at Paris-headquartered Capgemini Group. In January 2017, IBM India appointed Vanitha Narayanan as chairman. Former Facebook India sales head Kirthiga Reddy has moved to California head office. However, these are more exceptions than the norm at CXO level in India.
\n
\n3M & MID-CAREER CRISIS<\/strong>
\nMost women drop out midway in their careers for a variety of reasons, their numbers shrinking in higher management. Byregowda points out that 3M — marriage, maternity, motherhood — disrupts careers and is the key reason for less women at senior levels. This is despite ‘lactation rooms,’ crèches and work-from-home options encouraging a return to work. Gayathri Ramamurthy, head, diversity & inclusion, India, Capgemini, says the existing sociocultural set-up in India poses a big challenge to women at workplace post marriage. “There’s an absence of consistent and strong support from immediate family or existing infrastructure. Women’s careers take a back seat in family decisions, especially on geographical mobility.”
\n
\nInfosys’ Lobo acknowledges challenges and moots a long-term perspective. “A career is a 30 year-plus association and we can’t take a short term view of it due to pauses because of marriage or children.” Infosys allows nine days a month to work from home (open to men as well), besides a focus on encouraging a return to work after maternity break. “Leadership takes time to happen. The focus continues on making a more collegial and safe working environment. We need more role models as well,” says Lobo.
\n
\nMindtree does career comeback programmes. But a problem, as Cherian of Wipro points out, is that “when women return after a break, they prefer back-end roles rather than client facing assignments — the latter is where the growth is.” Mohan Sekhar, senior managing director, Accenture Technology Services, concurs. “Very often, when women decide to return to work, they opt to move into general management and programme management roles instead of roles of technologists, due to lack of relevant skills.”
\n
\nNasscom’s Gupta says, “Women need to ask, ‘What next for me?’ As men do.” Shraddhanjali Rao, head of human resources, SAP India, sees an “unconscious bias. Diversity, or the lack of it, is a result of people making decisions about employees. Often, these appear to favour certain demographic groups. This is often not intentional – our own unconscious biases cause us to have implicit ideas about what an ideal employee or leader looks like, and our decisions are made accordingly.” Business leaders need information at the point of decision, enabling them to rely less on gut feel about whether people “look right for a job” and more on jobrelevant data, insights and intelligence.
\n
\n“Companies need tools that allow them to attract, engage and harness the best talent available in an increasingly diverse market,” says Rao. Anuradha Mittal, a technology veteran who worked in companies including IBM, Cisco in India, Singapore and Australia, believes things are changing. However, “the glass ceiling is much lower in India. Besides, IT-BPO companies have 24-hour work clocks, which can discourage women to take up senior roles post marriage. And despite changing times, in India, a woman boss is still not seen as an ideal scenario,” adds Mittal, now an angel investor who also works on government projects.
\n
\nOverall, multinationals (even in their India operations) tend to have more women in senior roles. For instance, around 15% senior level roles at Capgemini are with women while at SAP Labs India, it is 25%. At Accenture, globally, women accounted for almost one-third of promotions to managing director in 2017. Wipro’s Cherian believes there will be more women leaders in future as their numbers at entry level have grown. She herself was a campus recruit and has been at Wipro for 22 years. Wipro has a WoW (Women of Wipro) Moms programme.
\n
\nA lot of the so-called problems are also being tackled as companies are global. For instance, deals don’t always happen over drinks and dinner, where women may not join in. “In our kind of business, even clients have women and off-sites are being planned by women as well,” says Lobo. He and others believe things will change in five years or less and there could be half or more of the leadership teams across companies comprising women.
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