What Workplaces Need to be Gender Inclusive: My Notes from a Candid Conversation

Vibha Vasuki, Founder SheSR Consulting LLP

In late July, SheSR and NALSAR organised a Panel Discussion on “Women’s Realities in The IT sector”. This panel discussion is a part an ongoing project funded by the National Foundation for Corporate Governance. This Panel Discussion was moderated by Prof. Vasanthi Nimushakavi, Shambhavi Ravishankar and me; Our panellists included,

• Premila D’Cruz, Professor of Organisational Behaviour, Indian Institute of Management, Ahmedabad

• Aditya Kamath, Partner - BCP Associates

• Neha Chopra, Head – DEIB, People & Culture, Great Place to Work

• Anandita Jaiswal, Associate Professor, Jindal Global Law School

Our ongoing work at SheSR on gender justice, workplace inclusion, and compliance helped seed the conversation itself. The insights that emerged built on the questions and issues that we have long been confronting through our work, research, data gathering, and on-ground interventions.

The discussion aimed to delve into the practical implementation of laws and policies, Diversity, Equity, and Inclusivity (DEI) initiatives, and their real-world impact. Broadly, we sought to discuss organisational behaviour related considerations and the value of strong leadership in ensuring inclusive workspaces; did it do that and more!

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Jousting with the elephant in the room: what’s holding up inclusivity of workspaces?

The discussion opened with the uncomfortable but essential question: why is workplace inclusion still so difficult to achieve? Panellists spoke about how companies tend to focus on optics, numbers, and minimal legal compliance, often at the cost of long-term cultural change. Most inclusion efforts begin from a place of risk management. The fear of being non-compliant, the fear of backlash, and the fear of reputational damage. While fear might drive short-term action, it rarely leads to lasting change.

There was also deep reflection on the siloed ways in which companies are structured. Many workplaces continue to reward vertical success within individual teams, rather than enabling collaboration across departments or functions. This actively works against inclusive practice, which requires collective ownership. While DEI goals might exist on paper, the systems that reward people for staying in their own lanes are still very much intact. The result is that inclusion becomes additional work rather than embedded practice.

Another critical reflection was on how gender is constructed within organisations. Rather than continuing to assign people fixed roles based on their gender, "organisations need to make the move from assigning gender roles to assigning personal roles." This shift requires leaders to know their people, understand individual strengths, and stop relying on tired stereotypes about who is better suited for what kind of work.

“Dil se karo” – Spotlighting the role individuals play in driving inclusive workspaces:

The panel also explored the tension between personal values and institutional culture. When employees or even leaders experience a disconnect between what they believe in and what the organisation truly stands for, it becomes difficult to lead equity efforts with integrity. Inclusion cannot be outsourced to a single department. It has to live in every decision, every policy, and every interaction. As one panellist noted, the struggle is real between "how you are raised and letting go of those notions in the workplace." Many of us enter workspaces carrying the weight of old conditioning. Letting go of those beliefs is not always easy, especially when workplaces reinforce them subtly.

Several important questions were raised about the role of leadership. While many companies have begun appointing women to senior positions to meet regulatory requirements, there is often little discussion around what actual power those positions hold. Are these leaders in decision-making roles? Are they part of shaping the future of the organisation? Or are they simply present to satisfy compliance obligations? The panellists agreed that tokenism continues to be a major concern.

Evaluating company policies and laws with care:

There was pointed commentary on how many companies foreground their ESG and CSR credentials in public narratives. But the real question is, "Focus is on ESG and CSR, but are organisations doing well on their internal processes?" External storytelling cannot make up for a lack of inclusion in the lived, daily experience of employees. A company cannot be called ethical if it has not done the work of equity internally.

There was strong consensus that data is essential, but it must be interpreted with care. While some companies are willing to collaborate with researchers and consultants, there is ongoing hesitation around sharing internal data with regulators. This undermines the possibility of real systemic change.

Where do we go from here?

The conversation ended with a focus on solutions. Panellists were asked to name one behavioural change and one structural shift that could move the needle. While the answers varied, the message was clear. Inclusion is not a workshop. It is not a checklist. It is a continuous and often uncomfortable process of reimagining how we relate to power, value, and difference. As one panellist summed it up, "If society has to develop, DEI is a mandate."

Key Takeaways

1. There is an urgent need for more granular, sector-specific research and data.

2. What inclusion looks like in manufacturing will differ from IT, retail, or education.

3. Broad solutions cannot address deeply contextual challenges.

4. The business case for diversity needs to sit alongside real people policies.

5. Productivity, performance, and profit cannot come at the cost of equity.

6. Inclusion must accommodate different lived realities, not erase them.

7. Leadership matters!!

8. Culture change is impossible without leaders who are aligned in values, accountable in action, and committed to doing the work beyond compliance.

For SheSR, the panel was more than a conversation. It was a moment to pause and reflect on the ecosystem we are part of, and the future we are helping to shape. Not just through frameworks and policies, but by walking with those who are ready to build cultures where inclusion is not aspirational, it is inevitable. At SheSR, we believe in building trust, facilitating honest disclosures, and using data as a tool for culture-building can bring about real systemic change. The panel discussion enabled us to pause and reflect and understand how data can effectively be used to study DEI in India’s IT Sector.

For organisations seeking to strengthen their PoSH/DEI frameworks, write to us on hello@shesr.in to build inclusive workplaces that empower, retain, and elevate women. Talk to us to know more about leadership's role in preventing workplace harassment.