Companies have started talking about DEI dashboards, linking DEI goals to leadership KRAs and creating a robust cadence for the governance of the in-house DEI councils. Doing the right thing seems to be a greater motivator than being convinced about the ROI. Companies are waking up to the reality that DEI will automatically address the questions on ROI.
Here’s the full Q & A:
From HR to DEI. Can you walk us through your career and how you became interested in DEI work?
In my long corporate career spanning more than 25 years in Advertising & IT training, I had the opportunity to work with some of the best minds in both the industries. As a wide-eyed youngster, NIIT left a lasting impression on me as a professional. It was a company which was led by visionaries and was way ahead of the curve. I am very proud to say that I am who I am as a professional because of NIIT as it laid the foundation for excellence in processes and people centricity. Moving into advertising was a quirk of fate when I met Mahesh (Mash) Chauhan at the behest of a very persuasive headhunter. I could not have asked for anything better in the 15 years I spent in the advertising industry as the CHRO of two large network agencies (Wunderman Thompson and Rediffusion-Y&R) and working with advertising industry stalwarts like Diwan Arun Nanda, Mash and Tarun Rai.
Since 2017, I was leading the DEI efforts at Wunderman Thompson for the South Asia market. Some of the work that we did was ahead of the industry practices and which also got adopted by the global offices. The defining moment for me was when I attended the world DEI Summit in Delhi in 2019 and heard some world leaders in DEI and the work they do coupled with listening to the poignant lived experiences of people from the marginalized communities. I decided to follow my north star and set up Turmeric Consulting in August 2023.
What have been some of the key learnings or insights you’ve gained through your experience in the field of DEI?
On the personal front, being a DEI Consultant needs a lot of inner work. Before you help others about the what, why and how of DEI, you need to first acknowledge your own biases, prejudices, and assumptions and start working on them. Biases, prejudices and assumptions are not taught but caught. You need to get comfortable with the language and vocabulary. You need to build subject matter expertise and thought leadership. At the same time you need to tell yourself that it is ok if you do not know everything, but you must have the humility and intent to keep learning. You need to embrace the learning continuum. I began to appreciate the importance of having a learning mindset. I was the oldest student in the program I attended on getting certified as an ISO Diversity auditor! Finally, nothing can trump passion for the work you do!
As I began working with clients, what really stood out was the genuine intent companies showed in wanting to move the needle on their organizational culture. The companies that I am working with are very keen to create inclusive cultures where diversity thrives. They want to improve the representation of women, LGBTQ, and PwDs in their organization. Contrary to popular belief that a lot of men look at DEI as a zero-sum game, I have found men very keen in partnering their organizations in creating equitable spaces for women at the workplace. They just need guidance on how they can support. Companies have started talking about DEI dashboards, linking DEI goals to leadership KRAs and creating a robust cadence for the governance of the in-house DEI councils. Doing the right thing seems to be a greater motivator than being convinced about the ROI. Companies are waking up to the reality that DEI will automatically address the questions on ROI. Every company’s journey on the DEI front is unique and it is important to meet them where they are. Having said that, there is still a lot more to be done. The biggest challenge are budgets. DEI budgets are the first to be frozen at the very first hint of revenue pressures.
What challenges do you face as a solopreneur, and how do you overcome them?
The biggest challenge was getting used to working without a team to support. When you are working for a large MNC like the way I did earlier, you get used to the well-oiled systems and processes. Further, more than acquiring clients, the process of empanelment is a very daunting process. I guess companies can do a lot better on this front to make empanelment processes a lot more accessible and inclusive for small business owners.
My sound grounding in process driven organizations has helped me streamline operations to deliver exceptional client experience. I believe in having immersive client relationships where you become an extension of the client organization. I also joined multiple all-women networking groups to ensure that I did not feel isolated. Isolation is a very real issue that solopreneurs face. Having a very clear action plan for my business has also helped me tremendously.
How can organisations adapt to the expectations of younger generations and create a more inclusive environment that aligns with their values?
Organizations need to have multi-generational competence. It is the ability to understand, communicate, collaborate and effectively manage a workforce that includes people from multiple generations. Different strokes for different folks is the mantra that needs to be followed. It is important to understand what makes the Millennials and Gen Z tick. Considering that they seek more purpose and meaning in their jobs, it is important for organizations to help them see the alignment between the work they do, the organizational purpose and their individual purpose. They are ready to walk away from a job offer if they do not see the organization as being diverse and inclusive. Hence communicating externally about the organizational commitment to DEI is important. If companies are not walking the talk they will not hesitate to call it out publicly on forums like Glassdoor or on social media. They prioritize their physical and mental well-being in addition to fiercely protecting their work-life balance. This means that organizations can no longer wear long working hours as badges of honour. Organizations will also have to ensure that there is a consistent feedback loop as this generation values continuous feedback. Rewards & Recognition programs need to be finetuned to address their constant need for validation. Organizations will benefit by co-opting them into their ESG plans as they are concerned about the carbon emission footprint of their employers. Actively engage them in the CSR activities of the organization as corporate citizenry of their employers as well as their own Individual Social Responsibility is important for the younger generation.
Can you discuss a specific challenge or issue related to DEI that you’ve encountered in your work, and how you addressed it?
Honestly, the inability of organizations to set aside healthy budgets for their DEI agenda is definitely a huge challenge. I understand that the clients are operating from the vantage point of their realities. I have made peace with that and try my best to help my clients prioritize and achieve their DEI goals through impactful work.
How do you stay updated on best practices and new developments in DEI?
There are no shortcuts here. I follow global influencers of DEI on Linkedin; listen to podcasts on my morning walks; read books written by thought leaders in this space; pore over national and international reports on DEI; write thought leadership content around DEI – on Linkedin and for publications. I truly believe that the more we evangelize this space, the better it is for the world.
What advice would you give to fellow DEI practitioners looking to make a mark in this space?
Be prepared for the long haul. Don’t expect overnight success. You have to earn your stripes with your clients through consistent and stellar work. Build strong subject matter expertise; decide to focus on an area that makes your soul sing. It can be in the space of women enablement, LGBTQ, PwDs or general concepts of DEI. Network and collaborate with other service providers. Collaboration is the way forward. If you lack expertise, seek a mentor. Take rejection in your stride and focus on clients who have placed faith in your competence.
How do you approach building inclusive cultures within organizations?
The most critical ingredient to build an inclusive culture is leadership buy-in and intentionality. Leaders have the power and privilege to cast the longest shadows like light houses and which can impact the behaviours of others in the organization. Without leadership support, the best of efforts can fail. Leadership should be convinced about the business imperative of having an inclusive work culture. Once that is established, it is all about curating an agenda, an action plan and executing the same. While all along taking the employees on the path of inclusion.
What role do you see DEI playing in the future of work?
DEI will cease to be ‘nice to have’ and will become a crucial aspect of business plans. If companies need to build resilience into their business, they will need to embed DEI into their DNA. It will help in mitigating compliance and business risks. Customers will be served better with their voices being amplified through representation in employee population. Innovation and creativity will thrive due to diverse perspectives. More women will not just enter the workforce, but will thrive. Sexual orientation and disabilities will cease to be a constraint.
What are some common misconceptions about DEI that you encounter, and how do you address them?
The most common misconception is ‘DEI is the responsibility of the HR Department’ and ‘we don’t need DEI as we already are diverse, equitable and inclusive’. It is actually the responsibility of all employees to create an inclusive and respectful work environment. DEI is about ‘quotas’ where merit is being compromised and organizational standard are being lowered. It is about providing the same opportunities to everyone irrespective of their identities. DEI creates reverse discrimination. On the contrary it is about levelling the playing field for all to have opportunities to compete. DEI is a ‘feel good’ or ‘tick box’ initiative and does nothing to business. We have already seen the business case for DEI. DEI is a one time initiative either during Women’s Day or during Pride Month. It has to be reflected in our everyday behaviours. DEI initiatives cannot change deep-rooted biases and prejudices. The neural pathways in the brain are malleable and can re-route when provided with alternatives to the conditioning.
How do you personally define success in your role as a DEI practitioner?
As a DEI practitioner I consider myself to be successful when there is a positive movement in the culture needle of my client organization leading to the creation of a workplace which is welcoming and supportive of all identities.
