By Sumita C Majumdar, Head – HR, International Travel House Limited
Organisations across industries strive to highlight their commitment to inclusivity; as a result, initiatives for gender diversity in the workplace have surged. From reworking recruitment strategies to leadership quotas, the emphasis on gender representation has grown significantly. However, as organisations compete to project a progressive image, an important question arises: Is gender diversity genuinely an organisational value, or is it merely a display for external validation?
The answer to this question can shape how organisations evolve, influence their culture, and determine their credibility in an increasingly conscious world.
The push for gender diversity in the workplace: Why now?
Gender diversity is not just a moral obligation; it has become a business requisite. The growing emphasis on gender diversity can be attributed to factors such as societal pressure or governmental mandates. While societal pressure is increasing, movements like #MeToo and growing scrutiny from investors, regulators, and consumers have made diversity a corporate priority. The Companies Act 2013 requires the appointment of at least one woman director for every listed company and unlisted public company that has paid up share capital of INR 100 cr or more or a turnover of INR 300 cr or more, which has led to adding urgency to fill the roles.
While ensuring that every organisation has one woman director, there lies an underlying need to showcase gender diversity in the workplace as an Employee Value Proposition. These factors may have undoubtedly accelerated progress, but they also pose a challenge: How do organisations ensure their diversity efforts are meaningful and not just superficial?
The allure of external validation
The manner in which gender diversity in the workplace is showcased often looks like a public relations tool. A workforce balanced in gender is showcased on websites, glossy brochures, and press releases. Boards proudly declare themselves inclusive, and companies highlight statistics demonstrating compliance with quotas. This approach often focuses on outward appearances, seeking to appeal to investors, clients, and prospective employees.
This emphasis on external validation is not inherently harmful—it raises awareness and sets a benchmark. Often, it is a concern when organisations prioritise optics over substance. For instance, hiring women to meet diversity targets without addressing structural barriers such as unequal pay, lack of leadership opportunities, or inflexible working conditions undermines the very purpose of gender diversity. Superficial commitments risk creating a “checkbox culture,” where inclusion is treated as a task to complete rather than an ongoing mission.
Balancing perception and practice
It is essential to recognise that internal ethos and external image are not mutually exclusive, and a healthy balance is crucial. Organisations should share their diversity achievements, but these accomplishments must stem from authentic efforts.
A balanced approach ensures that the diversity narrative aligns with experiences within the organisation and that employees are the best ambassadors for the company’s inclusivity. When they feel supported, empowered, and respected, their voices naturally amplify the organisation’s commitment.
Internal ethos and external image should not be viewed as opposing forces; instead, they must complement each other. Organisations should celebrate their diversity achievements but ensure these are rooted in genuine, impactful efforts.
A meaningful balance ensures that an organisation’s diversity narrative reflects the lived experiences of its employees. After all, employees are the most credible ambassadors of a company’s inclusivity. When they feel valued, respected, and empowered, their voices amplify the organisation’s commitment in ways no campaign or statistic can replicate.
Why gender diversity as an ethos matters
When gender diversity in the workplace is embedded into an organisation’s core values, its impact is far-reaching:
- Enhanced Innovation: Diverse teams bring varied perspectives, fostering creativity and innovation.
- Stronger Employee Engagement: Employees are more likely to feel valued and motivated in inclusive environments.
- Sustainable Growth: Authentic diversity initiatives lead to better decision-making and stronger financial performance.
- Broader Social Impact: Companies prioritising diversity set industry benchmarks and inspire societal change.
Organisations that treat gender diversity as an ethos go beyond superficial metrics. They create workplaces where inclusivity is not just a goal but an experience.
Striking a balance
External recognition of diversity efforts should always stem from authentic internal practices. When organisations focus on meaningful cultural shifts, they create a ripple effect that extends beyond their walls. An internal commitment to inclusivity elevates the organisation while setting a powerful example for others to follow.
Gender diversity is more than a strategy—it is a reflection of an organisation’s values and integrity. Companies must ask themselves whether their efforts are driven by the desire to look good to the world or to do good for their people. True success lies in aligning external promises with internal practices, ensuring that gender diversity is both seen and felt within and beyond the organisation.
About Sumita C Majumdar
Sumita Majumdar has over three decades of professional experience in the Corporate Sector, both Public & Private. An Alumnus of Symbiosis Institute of Business Management, Pune and Advanced Human Resource Management Programme from IIM Ahmedabad, she has worked with progressive organisations such as Hindustan Antibiotics Ltd – Pune, Mather & Platt Ltd, CMC Limited – TCS (Tata Consultancy Services), Action Aid International. At ITC Hotels, she has held the position of Lead – Talent Management & Organisation Development. In her last assignment, she was heading Human Resources at Fortune Park Hotels Ltd – A wholly owned subsidiary of ITC Ltd. Currently, she is Head – Human Resources at International Travel House – an associate company of ITC Hotels Ltd. She is also responsible for driving CSR in her current assignment as an HR professional with in-depth experience in the areas of HR Tech, Talent Management, Organization Development, Talent Development, Employee Engagement, Recruitment and Administrative Functions. She has extensive experience in the areas of Organisation restructuring, M&A, HR Transformation and Total Rewards. Has a keen sense of diagnostics and domain to build engagement practices for people retention and organisation impact for anchoring change. She has an innate understanding of people and enjoys getting the best out of them. A certified career coach and a mentor for senior leaders of XLRI’s PGD HRM for Emerging CHROs. She has also been lending her expertise to institutions like Fore School of Management, SCMS Noida, SIBM Nagpur & Pune. Connect with Sumita Majumdar here.
Disclaimer: The opinions and views expressed in this article, including any accompanying data, are the sole responsibility of the author and should not be construed as reflecting the official policy or position of India Employer Forum
