What can organizations do to support the recruitment, retention, and development of women in the workforce?
A senior female mentor is assigned to each new female employee to identify their aspirations and provide tailored guidance on career advancement towards specific personal and professional goals.
Ergonomic workstations to be planned for Pregnant women including health and safety measures, supportive supervision, avoid lifting, providing jackets for lactating women.
Engagement of the all-women teams who are executing important activities - on site as well as the shopfloor.
Constant upskilling courses for women to enhance their skills and diversify their stream if they wish to.
Skill Centers for Women: As part of their CSR work, Avaada has set up skill centers in Rajasthan, and through awareness campaigns and a focus on gender-responsive infrastructure and safety, have encouraged women’s participation at these centers. Additionally, the firm also offers training programs and placement tie-ups at mahila polytechnics.
Flexible Returnship Program: Triune is trying to experiment with a 9 am to 3 pm flexible work hours returnship program for women, who have had to leave the workforce because of child care responsibilities or other familial limitations.
Inter-department Hiring: Shell does inter-department hiring, encouraging women employees to make a horizontal shift and explore opportunities across different departments every few years. This aids skill development and career progression for employees.
Mentoring for Women’s Leadership: ReNew launched a mentorship programme where senior leaders in the organization serve as mentors to support women employees in personal and professional development and elevate them to leadership roles.
All-women Technician and Security Teams: ReNew piloted both all-women technician teams and all-women security teams at on-site locations in Maharashtra to ensure safety in on-site work.
L&T Construction
The Company has a gender-neutral recruitment process. The recruitment process (Job posts, JD, interview process) and policies specifically addresses gender diversity in recruitment. The gender neutrality for Campus recruitment starts during the initial phase of inviting the colleges for our campus process. NIA (Notice Inviting Application) states out the number of students required to apply against each discipline but exempts the limit of female candidates who can apply subject to fulfilling all the eligibility criteria. During the Pre-Placement Talk, they specifically encourage female candidates to apply and achieve career in core engineering. Due to which, they have been noticing a steady increase of female students who have applied over the past years. L&T being an infrastructure company and the nature of work being predominantly in the sites, they have noticed an increase in the number of female students who are willing to change typical stereotype mindset of being wanting to work only in office premises and therefore applying and clearing rigid campus recruitment process, resulting in higher ratio of intake of female students going up significantly over last few years. As a result of 36% of all campus hires have been women.
The leadership hiring team has identified some critical business enabling roles like HR, Finance and Legal, in order to increase the Gender diversity ratio in the organization. They engage in lateral hiring for mid to senior levels. There is no differentiation in Job posting/JD and they follow the usual selection process to maintain a level playing field for all applicants. In the last couple of years -10% of leadership hiring has been diversity candidates.
While L&T construction has multiple programs like WINSPIRE (Women Inspire) and GROW (Get Ready to Own and Win) on promoting development of women leaders, they host an upskilling program specifically for women workers. L&T's CSTI (Construction Skills and Training Institute), which is one of the oldest in its kind of vocational training institute's, has been running upskilling program that has transformed the role of women worker from one limited to head-loading to that of skilled worker category, helping them to attain job security through increased employability along-with financial freedom. Women trainees are given in depth information about the training modules that feature both classroom sessions and on-the job training, and how this programme can benefit them. The prime focus is on masonry skills with training in key aspects like taking measurements, identifying material, brick laying and different types of plastering, to name a few. Earlier, women construction workers were employed at the construction sites for head loading only but now with their improved skills and capabilities, they are ready for skilled work with the capability to operate and handle tools and equipment at sites just like their male counterparts. The CSTI training has been very effective for the women members. Along with skill development and capability upgradation, the training has made them confident and self-sufficient. Their monthly incomes have increased substantially and a few of the trainees have also repaired their homes themselves.
The Company has a gender-neutral recruitment process. The recruitment process (Job posts, JD, interview process) and policies specifically addresses gender diversity in recruitment. The gender neutrality for Campus recruitment starts during the initial phase of inviting the colleges for our campus process. NIA (Notice Inviting Application) states out the number of students required to apply against each discipline but exempts the limit of female candidates who can apply subject to fulfilling all the eligibility criteria. During the Pre-Placement Talk, they specifically encourage female candidates to apply and achieve career in core engineering. Due to which, they have been noticing a steady increase of female students who have applied over the past years. L&T being an infrastructure company and the nature of work being predominantly in the sites, they have noticed an increase in the number of female students who are willing to change typical stereotype mindset of being wanting to work only in office premises and therefore applying and clearing rigid campus recruitment process, resulting in higher ratio of intake of female students going up significantly over last few years. As a result of 36% of all campus hires have been women.
The leadership hiring team has identified some critical business enabling roles like HR, Finance and Legal, in order to increase the Gender diversity ratio in the organization. They engage in lateral hiring for mid to senior levels. There is no differentiation in Job posting/JD and they follow the usual selection process to maintain a level playing field for all applicants. In the last couple of years -10% of leadership hiring has been diversity candidates.
While L&T construction has multiple programs like WINSPIRE (Women Inspire) and GROW (Get Ready to Own and Win) on promoting development of women leaders, they host an upskilling program specifically for women workers. L&T's CSTI (Construction Skills and Training Institute), which is one of the oldest in its kind of vocational training institute's, has been running upskilling program that has transformed the role of women worker from one limited to head-loading to that of skilled worker category, helping them to attain job security through increased employability along-with financial freedom. Women trainees are given in depth information about the training modules that feature both classroom sessions and on-the job training, and how this programme can benefit them. The prime focus is on masonry skills with training in key aspects like taking measurements, identifying material, brick laying and different types of plastering, to name a few. Earlier, women construction workers were employed at the construction sites for head loading only but now with their improved skills and capabilities, they are ready for skilled work with the capability to operate and handle tools and equipment at sites just like their male counterparts. The CSTI training has been very effective for the women members. Along with skill development and capability upgradation, the training has made them confident and self-sufficient. Their monthly incomes have increased substantially and a few of the trainees have also repaired their homes themselves.
L&T Construction and Mining Machinery
At L&T Construction & Mining Machinery, the engagement of women has now moved beyond the conventional roles of accounts, finance, administration and HRD. Today, the women are playing an important role in handling critical activities such as equipment maintenance and achieving higher uptime.
This is reflected in the engagement of the all-women teams who are executing important activities - on site as well as the shopfloor. The women form the first batch of ITIS (Industrial Training Institutes) who broke into the male bastion to take up the role of Heavy Earth Moving Machinery (HEMM) maintenance. Operating in shifts, the crew is paving the way for gender equality in the mining industry.
At L&T Construction & Mining Machinery, the engagement of women has now moved beyond the conventional roles of accounts, finance, administration and HRD. Today, the women are playing an important role in handling critical activities such as equipment maintenance and achieving higher uptime.
This is reflected in the engagement of the all-women teams who are executing important activities - on site as well as the shopfloor. The women form the first batch of ITIS (Industrial Training Institutes) who broke into the male bastion to take up the role of Heavy Earth Moving Machinery (HEMM) maintenance. Operating in shifts, the crew is paving the way for gender equality in the mining industry.
Gainwell Commosales Pvt Ltd.
"Each one reach one" is a special mentoring program for women. A senior female mentor is assigned to each new female employee to identify their aspirations and provide tailored guidance on career advancement towards specific personal and professional goals. There is also an exclusive Women achievers award to celebrate extra-ordinary women performers. 8 exceptional women achievers were awarded.
"Each one reach one" is a special mentoring program for women. A senior female mentor is assigned to each new female employee to identify their aspirations and provide tailored guidance on career advancement towards specific personal and professional goals. There is also an exclusive Women achievers award to celebrate extra-ordinary women performers. 8 exceptional women achievers were awarded.
JC Bamford Excavators India
They prepared and communicated an Ergonomics Manual for Vadodara Site followed by an Ergonomics Study in critical areas like Stab Leg, Carriage and Bending Area. The result of carrying out an Ergonomics study in critical areas led to a reduction in Carriage gauge weight by 76% i.e. from 15 kg to 5 kg because of which they could deploy females in that area. successfully. Also, repetitive bending movements, excess travel, and handling of the parts in inappropriate posture were studied. Relevant measures in improving the work area ergonomics, the layout of the work cells, and better processes were evolved to improve these challenges. The study also helped us in developing heightened work platforms for welding to compensate for the variation in the height from person to person. The JCB Jaipur plant has a gender diversity of 36%, and as of today, 17 employees are pregnant. As JCB believes in employee well-being. they started to plan workstations for pregnant women. It's important to prioritize health, comfort & safety. Here are some key points that were considered:
Benefits of these initiatives:
They prepared and communicated an Ergonomics Manual for Vadodara Site followed by an Ergonomics Study in critical areas like Stab Leg, Carriage and Bending Area. The result of carrying out an Ergonomics study in critical areas led to a reduction in Carriage gauge weight by 76% i.e. from 15 kg to 5 kg because of which they could deploy females in that area. successfully. Also, repetitive bending movements, excess travel, and handling of the parts in inappropriate posture were studied. Relevant measures in improving the work area ergonomics, the layout of the work cells, and better processes were evolved to improve these challenges. The study also helped us in developing heightened work platforms for welding to compensate for the variation in the height from person to person. The JCB Jaipur plant has a gender diversity of 36%, and as of today, 17 employees are pregnant. As JCB believes in employee well-being. they started to plan workstations for pregnant women. It's important to prioritize health, comfort & safety. Here are some key points that were considered:
- Ergonomic workstations
- Avoid lifting
- Health & safety measures
- Supportive supervision
- Providing jackets for lactating mothers
- Better productivity
- Improved inclusivity
- Smooth maternity transition
- Positive organizational culture
Schwing Stetter India
Diploma Engineers (women) are hired as Trainees through campus recruitment and their 5-year career path is charted underscoring a clear and specified course of development. This is done bey recruiting women trainees from different reputed polytechnics from across the country and deploy them on the shop floor. The company provides these women with training in different skill sets, such as assembly line production, welding, fitting, equipment testing of concreting and construction equipment, and other supervisory and managerial skills. After two years of training, they undergo an entrance exam with VIT, Vellore (a premier technical institute in the country), and upon qualifying, they continue graduation in technology. The women get certified as engineers while simultaneously working with Schwing Stetter. Upon graduating, the women can join Schwing or a company of their choice. The initiative has resulted in a large pool of women resources becoming productive, skilled workers. As a result, women today make-up 30% on the shop floor of Schwing Stetter India.
Diploma Engineers (women) are hired as Trainees through campus recruitment and their 5-year career path is charted underscoring a clear and specified course of development. This is done bey recruiting women trainees from different reputed polytechnics from across the country and deploy them on the shop floor. The company provides these women with training in different skill sets, such as assembly line production, welding, fitting, equipment testing of concreting and construction equipment, and other supervisory and managerial skills. After two years of training, they undergo an entrance exam with VIT, Vellore (a premier technical institute in the country), and upon qualifying, they continue graduation in technology. The women get certified as engineers while simultaneously working with Schwing Stetter. Upon graduating, the women can join Schwing or a company of their choice. The initiative has resulted in a large pool of women resources becoming productive, skilled workers. As a result, women today make-up 30% on the shop floor of Schwing Stetter India.
Volvo Group India
ExcelHer, a nine-month career restart program, focuses on women's professional development through industry training, mentorship, and firsthand job exposure via an efficient buddy system and discussion mechanism. Requirement Gathering and Job Posting for the program - The ExcelHer program window opens twice in a year, in the months of January and June. The business is required to share requirements along with the job description with the recruitment team. As a next step, the recruitment team post the vacancies on various platforms like social media, career website and Volvo website. To leverage referrals as a source of hiring, they conduct virtual interactive sessions with the hiring managers to brief them about the program, timelines and share details on how they can continue to be an ambassador for the Volvo Group. The recruitment team shortlists the candidates and initiates the interview process with the hiring manager. The shortlisted candidates are offered internship for a period of nine months program offers an orientation program to introduce the women and help familiarize them with the Volvo Group vision and mission, values, and culture. There are also insightful sessions understanding mandatory policies that including Prevention of workplace sexual harassment, learning & development opportunities. Volvo gathers feedback at every stage of their journey, like Day ONE onboarding, Month ONE Survey. Quarterly Surveys mechanism to ensure the participants are engaged in the 9 months of the program. They have been receiving a participant pulse score on an average of more than 90% across all these surveys. The program has received great response & have onboarded 25 women professionals so far. 81% of the inaugural batch were in the core engineering roles. They were successful in hiring all of them through social media and employee referral campaigns. These positions were primarily in R&D, and the others in Finance & HR. 90% of the first batch was converted into full-time midlevel positions.
ExcelHer, a nine-month career restart program, focuses on women's professional development through industry training, mentorship, and firsthand job exposure via an efficient buddy system and discussion mechanism. Requirement Gathering and Job Posting for the program - The ExcelHer program window opens twice in a year, in the months of January and June. The business is required to share requirements along with the job description with the recruitment team. As a next step, the recruitment team post the vacancies on various platforms like social media, career website and Volvo website. To leverage referrals as a source of hiring, they conduct virtual interactive sessions with the hiring managers to brief them about the program, timelines and share details on how they can continue to be an ambassador for the Volvo Group. The recruitment team shortlists the candidates and initiates the interview process with the hiring manager. The shortlisted candidates are offered internship for a period of nine months program offers an orientation program to introduce the women and help familiarize them with the Volvo Group vision and mission, values, and culture. There are also insightful sessions understanding mandatory policies that including Prevention of workplace sexual harassment, learning & development opportunities. Volvo gathers feedback at every stage of their journey, like Day ONE onboarding, Month ONE Survey. Quarterly Surveys mechanism to ensure the participants are engaged in the 9 months of the program. They have been receiving a participant pulse score on an average of more than 90% across all these surveys. The program has received great response & have onboarded 25 women professionals so far. 81% of the inaugural batch were in the core engineering roles. They were successful in hiring all of them through social media and employee referral campaigns. These positions were primarily in R&D, and the others in Finance & HR. 90% of the first batch was converted into full-time midlevel positions.
