A dynamic panel explores data-driven policies, societal shifts, and practical solutions to elevate women’s workforce participation, addressing overlooked burdens and championing supportive environments for growth. The theme was on “THE UNSEEN BARRIERS: Rethinking Paid Work for Women’s Inclusion,” and the discussion was moderated by Dr. Sandhya Shekar, Advisor for Digital & Business Strategy.
Dr Sandhya Shekhar: We all hold certain perceptions about women regarding their strengths and challenges. These perceptions stem from our specific contexts and situations, leading us to draw inferences. However, what’s true for one person may not be true for another. When shaping policy directions that often serve as significant enablers for women, it is crucial that policies are based on inferences and data. Therefore, a research work like this holds monumental importance. We can then ask: Can we create certain policy enablers? We have numerous examples of policy enablers having a significant impact—from the grassroots level to the boardroom.
For instance, about 15 years ago, when I joined a board for the first time, I remember asking myself whether I was there because of my capabilities or merely because I am a woman and there were policy enablers for that. Today, I am happy to say that 15 years later, I am on a board where I am not the only woman. The reason I was invited to the board is not necessarily because I am a woman, but the starting point was always a positive policy enabler. After this initial step, it becomes essential for both men and women to quickly shift to a position where meritocracy prevails.
Equivalence, Not Equality
I often emphasise that we need to argue not for equality, but for equivalence. Nuanced understandings of equality can be overshadowed by the need for a dominant role or a more vociferous voice. This is not what we need today, based on GLIM’s research findings. This is one reason why we need robust research to inform policy.
The second reason is something I discovered when I delved into research myself. I discovered, to my amazement, that data has its own way of telling a story. It is up to us to listen carefully to these stories. Often, we are not ready to listen because we approach with a preconceived notion of reality. Research reports like these are critical to ensure that we truly listen to the real stories from real data. This data can often provide counterintuitive results.
Data-Driven Approach
| However, after conducting comprehensive research, I found instances where virtuality is not quite virtuous, which aligns with some of GLIM’s data findings. |
In my case, for instance, after being part of a global MNC where I leveraged the advantages of a virtual organisation for the past couple of decades, I thought I should formally research to evangelise virtuality in all its forms. However, after conducting comprehensive research, I found instances where virtuality is not quite virtuous, which aligns with some of GLIM’s data findings.
Moving from evangelising virtual organizations as the ultimate solution for everything, including women-friendly policies, we need to adopt a data-based inference approach. Virtuality is beneficial, but there are conditions where it can be counterproductive. Understanding and assimilating these counterintuitive results is crucial as we move forward. My work over the last couple of decades has taught me that magic happens at the confluence of industry and academia.
S. Rukmini: I come from a background in data analysis and working with large national datasets to make sense of the world. I run a public platform called ‘Data for India,’ which aims to communicate socio-economic data about India to a lay audience, thereby advancing the understanding of the country. In the early 2010s, when alarm bells first started ringing over low female labour force participation, I was struck by how limited the academic work from within India was, and how poor the conversation around the issue was, as only few people were discussing it.
Since then, the conversation has evolved. For the past 5 to 10 years, we have been deeply concerned about declining female labour force participation. Recently, however, we have seen an increase. What should we do more? India is a vast country where changes occur gradually. Now that we have observed five years of substantial increase in female labour force participation, we can begin to examine the reasons behind this trend.
Full Time vs. Subsidiary Work
Many women are engaged in subsidiary work, which means they are employed for a part of the year. There are many dimensions to subsidiary work, and it speaks to both the quality and quantity of available jobs. While everyone desires stable employment, it is both a privilege and a pressure. Women engaged in subsidiary work can balance full-time domestic responsibilities with a part-time or subsidiary job.
This issue impacts women not only economically but also emotionally and mentally. Labour statistics often remain disconnected from discussions about mental health and well-being. These topics are perceived as two separate worlds—the world of women working on farms and the world of office workers, where mental health is a significant concern. When women enter the workforce, we need to understand the nature of their work. Nearly 40% of women in the labour force work in jobs for which they receive no remuneration. They are unpaid helpers.
Young women today aspire to have white-collar jobs. They want to dress well for the office and seek dignity in their work. Tamil Nadu can be proud that over 40% of all factory jobs for women in the country are located there. This number speaks volumes about the dignity women seek from their jobs.
Dr. Sandhya Shekar: What factors have enabled a high percentage of women labour force participation in Tamil Nadu, and how can these be replicated across the rest of the country?
Dr. Angayar Pavanasam: Mental well-being is often ignored these days. Previously, we had a very close-knit society with many family members around, which took care of our mental well-being. However, now that we have moved towards nuclear families, this aspect is largely neglected.
Tamil Nadu is a leading state in terms of women’s labour force participation, both in rural and urban areas. This is largely due to various government schemes. The recent one is a scheme where every girl in higher education receives 1000 rupees per month as a scholarship if they completed their schooling in government schools. Tamil Nadu focuses on various types of training, yet women often hesitate because they are unsure if they possess the required skills.
In Ranipet, at Greaves Electric Mobility, 30% to 40% of the workforce comprises women. Similarly, many leadership positions at Crompton have been held by women since the company’s inception. There are many other notable examples.
We must focus on entrepreneurship and skilling. Generally, women tend to be risk-averse. However, in Tamil Nadu, we have schemes that provide opportunities for women-led startups. In 2023 alone, we saw more than a thousand women-led startups. It’s all about innovation, unlike in MSMEs. In informal micro-enterprises, 70 to 80% of the workforce comprises women, but unfortunately, they don’t generate much revenue. In MSMEs, the percentage of women participation is very low. Access to finance remains a significant challenge for MSMEs.
But the elephant in the room is something different. It is the triple care responsibility. Women spend around 30% of their time on triple care: taking care of children, family members, and elderly parents at home—all of which fall under unpaid categories.
Dr Sandhya Shekar: We need to address issues that are often overlooked, such as the employability of both men and women in shop floor work. Interestingly, I found that women on the shop floor were handling high-level tasks like Industry 4.0-related work and automation, possibly due to some of their inherent capabilities. We need to recognize that both men and women possess unique abilities. Therefore, I advocate for equivalence rather than equality. Are there specific types of jobs where you find women performing exceptionally well, and how would you recommend replicating such success?
J Vijayakumar: I started my career with Amara Raja Batteries 33 years ago as a Management Trainee (HR). There, I noticed an unusual policy: if men were shortlisted in the interview, the GM of Operations would ask if they were married. If the answer was yes, the next question would be whether their wives could also take up employment with us. This wonderful policy continues even today. When I left the organisation 23 years ago, out of a total workforce of about 2300, 230 were couples. The founder, being of South Indian origin and having spent the prime part of his career in the US with his wife, understood the importance of nation-building with women employed in a dignified manner.
There is often apprehension about employing family members within the same system, fearing it would lead to disturbances. But that is not true. For example, 30 years ago, we employed a female civil engineer who is still working and is set to retire in a couple of years. We also tried to recruit a female safety officer, but it was challenging.
Women can handle almost any job except heavy load-bearing physical tasks. They fit into various roles. During my time at a few pharmaceutical companies, including Pfizer, I noticed many women in high positions. My CHRO was a woman, and my R&D global head was a woman. Such women grow quickly in their careers and are often willing to be mobile, even if it means making sacrifices in their family life. They are self-reliant and find ways to manage families and work.
However, post-maternity return to work is low, around 75%. Factors include a lack of family support, medical issues, ignorance of needs, and a lack of counselling or mentoring. Postpartum depression is also a concern. For instance, we had an HR colleague who experienced this syndrome and stopped answering calls for a year. Fortunately, the management supported her, and she returned after a year. Families often lack awareness of the support systems available, which is a significant deficiency.
Both state and central governments provide excellent support systems for women empowerment, but many families are unaware of them. Spouses should be made aware of these resources. Safety is another concern. 75% of families do not consider manufacturing workplaces safe for women. Employers must go beyond statutory obligations to instil trust in families.
Moreover, many women have self-limiting beliefs. We have only a few Indra Nooyis. NGOs and women’s forums should counsel, mentor, and coach women on managing their careers post-maternity and balancing opportunities and competition in the workplace and job market.
Dr. Sandhya Shekar: Vidya, how do you compare and contrast the insights shared by the other panellists with the data you have?
Dr Vidya Mahambare: I’d like to share some stories that highlight common themes. The first story is about my mother and her sisters who lived in a village and studied up to the 10th standard there. They had no way to continue their education in urban areas. However, their brother moved to Mumbai and later brought the entire family, including his sisters, to Mumbai. He told them, “You can study as much as you want. There is no pressure to get married.” Eventually, two of them earned doctorates, and two others completed post-graduation. They all worked before and after marriage. This story illustrates that when opportunities are available, and the environment changes, both men and women can thrive.
Sharing Responsibility
The second story is about the challenges of raising children and the importance of shared responsibility. When we were young, my father encouraged my mother to study. She pursued her studies while we were young and later secured a job. My father took care of us on weekends so my mother could study. This story emphasizes the importance of shared responsibility.
Need for Empathy
The third story is from my corporate experience and highlights the importance of empathy. In 2007, I was working and expecting my child. My boss at the time was Dr. Subir Gokarn, who later became the Deputy Governor of the RBI. One day, he asked me if I had found a babysitter. When I said no, he suggested that I use the babysitter employed at his house. That babysitter became my son’s caregiver for seven years while we were in Mumbai. He also allowed me to work from home for two years, even though there was no official work-from-home policy at the time. I ensured that I did not misuse the facility.
Safe Housing and Ease of Commuting
In Tamil Nadu and elsewhere, commuting to the workplace is a major issue for women. Despite many women owning two-wheelers, they often rely on public transport, which increases commuting time and inconvenience. This issue needs to be addressed. An additional challenge for women is finding safe housing, especially for single women. The government and companies have a role in addressing this issue.
