In the tapestry of the modern workforce, one disconcerting thread persists—the under representation of women. Despite significant strides toward gender equality, the corporate landscape remains marred by the absence of women in pivotal roles and boardrooms. As industries evolve, technological advancements reshape paradigms, and global perspectives broaden, the gender gap endures as an alarming reminder of the barriers women face in their professional journeys.
According to PLFS 2023, the female labour force participation rate for those in the working age group of 15-59 is only 40 percent, in contrast to the male rate of 83 percent. This figure is lower than that in other developing Asian economies such as Vietnam (74 percent), Thailand (69 percent), and Indonesia (54 percent), based on the data reported by the World Bank. This represents a significant loss for the country as a large pool of talent remains untapped. The World Bank estimates that globally reducing the gender gap by 25 percent could yield an additional $5.3 trillion, around 5 percent of global GDP growth, with India’s potential growth rate exceeding 9 percent.
By 2036, it is estimated that the labour force growth in four of India’s top industrial states—Gujarat, Tamil Nadu, Maharashtra, and Karnataka—will be less than 1 percent unless female participation improves significantly. These states, which employ the highest number of factory workers, are facing a reduction in their demographic dividend, with the male labour force nearing its maximum potential. This scenario underscores the critical need to engage the female talent pool and enhance their participation rates.
The participation of women across different sectors shows considerable variation. In sectors like IT, healthcare, and tourism, women constitute 30-50 percent of the workforce. However, their presence is markedly lower in manufacturing at about 15-20 percent.
Organisations need to revise their strategies to better include women in the workforce. This article explores the same for two key business areas i.e. manufacturing and corporate sectors.
Women in manufacturing
The manufacturing sector in India has historically been characterised by a gender imbalance, with factory setups and policies often favouring men. Even when women participate in manufacturing, it is skewed towards light industries such as textiles and food processing with their share exceeding 30 percent, whereas industries like automobiles, electronics, and metals have only a 5-15 percent share of women as per the data reported in Annual Survey of Industries (2020). Other Asian economies such as Vietnam and China have been able to break the glass ceiling in such industries. For example, women make up 62 percent of the electronics manufacturing workforce in Vietnam, and nearly 47 percent of in pharmaceutical manufacturing workforce in China, basis the data reported by labour statistics departments of Vietnam and ILO. However, in recent times in India, select companies in several heavy industries like automobiles and electronics have successfully established manufacturing units primarily run by women, where women make up 70-100 percent of the workforce. Though these examples are notable, they remain exceptional rather than being a prevalent trend across industries.
Our experience with various companies having manufacturing facilities suggests that with minor adjustments and adaptations, factories can become more inclusive and accessible to women. To create a more inclusive manufacturing environment, organisations need to adopt an outside-in approach and focus on four core areas:
First, connecting with the broader ecosystem is pivotal for attracting women to the workforce. This involves initiatives like engaging with local communities, interacting with parents in rural areas, and inviting them to visit factories. These efforts aim to foster awareness and confidence. Equally crucial is the cultivation of agency and individual awareness among women through counseling, career-oriented awareness campaigns, and media outreach.
Second, within the organisation, it is important to build a culture that fosters inclusion, and this requires the active involvement of all stakeholders. It means different actions for different sets of stakeholders. For example, for leadership, the focus should be on setting managerial DEI targets and ensuring accountability. For forepersons and middle management, it would mean ensuring that they treat each employee irrespective of gender identity equally and hear their opinions. Further, creating Employee Resource Groups (ERGs) for women within organisations can amplify their sense of belonging. ERGs provide a platform for women to connect, share experiences, and advocate for their needs within the workplace.
Lastly, organisations must support this shift by enabling changes such as making modifications within the physical infrastructure of a factory with ergonomic adaptations like height-adjustable workstations, custom-designed lightweight tools, and the automation of heavy equipment lifting tasks ensuring that the manufacturing process is independent of physical attributes. These modifications not only foster inclusion but also enhance efficiency, safety, and convenience for all employees, regardless of gender. Additionally, it is also important to build inclusive policies and programmes to support women in the workplace, including foundational policies such as anti-discrimination and anti-harassment, and advanced initiatives to enable workplaces to be more accessible to women such as transportation facilities, flexible working schedules, and professional skilling support.
Women in corporate
Within corporate India there has been significant attention over past decades to have more women representation across sectors. The current state of women’s representation, however, falls significantly short of global benchmarks and deteriorates as one goes up the seniority ladder. According to LinkedIn’s Gender Equality in the Workplace report for 2022, women in India make up only 28 percent of entry-level positions, a striking contrast to the global average of 46 percent. This disparity is even more pronounced at higher levels, with women holding a mere 17 percent of senior management positions and 15 percent of C-suite positions in the country.
Based on our experience, we’ve observed that women often leave their jobs due to intrinsic reasons such as forthcoming marriage, impending motherhood, or increased household responsibilities. Interestingly, we’ve noted that they tend to leave positions 3-4 years before these events actually occur, likely in anticipation of these forthcoming life changes, making it important for organisations to uncover and understand the early reasons for departure, and take preemptive actions.
A comprehensive strategy covering the entire employee journey is necessary, focusing on three key stages: recruitment, retention, and advancement. Within recruitment, setting and tracking specific goals, reinforcing these efforts with appropriate branding, and actively seeking talented women is crucial. For retention, it’s important to create a sense of belonging, embed inclusion in training, adopt flexible work arrangements, and provide robust support for mobility. Advancement efforts should involve managing the female talent pipeline across business functions and establishing sponsorship programmes for professional growth. These initiatives should be thought of collectively to enhance the organisation’s attractiveness and encourage more women to apply.
In the end, the inclusion of women in the workforce is not just a matter of equality; it is also a strategic imperative for organisations to unlock great economic potential. Embracing diversity and gender equality not only benefits women, but also contributes to the overall success and growth of the organisation.
