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LEARNINGS FROM THE 14TH NASSCOM GLOBAL INCLUSION SUMMIT: KEY LESSONS FROM 2 DAYS OF POWER-PACKED SESSIONS (2/2)
LEARNINGS FROM THE 14TH NASSCOM GLOBAL INCLUSION SUMMIT: KEY LESSONS FROM 2 DAYS OF POWER-PACKED SESSIONS (2/2)

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To encapsulate the immense learnings from the enthralling two-day Summit, I have divided this blog into two parts. This is the second and final part of the two-part blog series. The first part can be accessed at: https://community.nasscom.in/communities/diversity-and-inclusion/learnings-14th-nasscom-global-inclusion-summit-key-lessons-2

My previous blog underscored some key learnings from the NASSCOM Global Inclusion Summit that took place last month. Outlined below are a few more key takeaways from two days of intriguing, action-packed discussions, that were not only soul-touching but offered a lot of ‘food for thought’ and actionable insights on how organizations, key stakeholders involved, as well as the society at large, need to translate DEI conversations into impactful measurable outcomes:

  1. DEI needs to get Leadership Buy-in and become an essential part of the Boardroom agenda. Whether the drive for DEI practices originates bottom-up through Employee Resource Groups (ERGs) or top-down as a leadership mandate, the senior leadership and board members need to be aligned and lead from the front for DEI to percolate seamlessly across the organization. Gender-intentional leadership can become the engine of driving the DEI agenda in the company.           
  1. Inculcate the 3As (Authenticity, Agility & Adaptability) in your organizational culture. Authentic leadership by looking at employees not just through a ‘managerial lens’ but also an ‘empathetic human lens’ while driving outcomes; agility not just in terms of the kinetic movement of organizational transformation but also in terms of connecting all the dots; and adaptability in terms of surviving and thriving in a 24/7 Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) environment, are the key factors contributing to the robustness of a company’s competitive position in today’s world. The common thread that binds these 3 factors together is tech innovation and human response. Both these factors need to be based on values that drive an inclusive culture for the organization to make progress in real terms, especially in the DEI space. Evangelizing the purpose, values, and storytelling of successful DEI practices needs to imbue deeply into the organizational culture.
ABCD

 

  1. Actions truly speak louder than words. It has been historically proven that ‘societies that serve’ are stronger and more successful than those that merely focus on profits only. Each one of us needs to become a change agent and an ally to achieve the shared goal of DEI. We need to convert the conversations on DEI into actionable outcomes and ‘walk the talk’. As Yoko Ono famously said, “every drop in the ocean counts.” Hence, we must all do our bit and we must do it NOW. The need to implement DEI interventions is not just important but is in fact urgent for organizations, economies as well as countries to prosper.
  1. We are all in this together. The pandemic has been a great equalizer in more than one ways. For instance, prior to Covid students with learning disabilities were often alleged with getting an undue advantage in the form of a scribe or getting extra time to complete the exam. However, the pandemic has induced online learning for one and all alike, helping such students focus and perform better. Further, we have all witnessed high levels of inclusivity as the work model moved from work-from-office to work-from-home (WFH), then further to work-from-anywhere (WFA) and organizations became boundaryless. Just as ecosystems were created to fight the pandemic together as a unified whole, organizations need to come forward as a cohesive unit, whether it is for prioritizing the mental wellness of employees at work or including people from different walks of life in the mainstream workforce. Moreover, the personal purpose of employees needs to be aligned with the organizational purpose, for companies to successfully implement robust DEI practices.
  1. Kindness in Business is the new trademark. The manner in which the organization interacts with its people and the environment surrounding it can be a big driver of competitive advantage. By raising the level of thoughtfulness, empathy, and kindness in business, organizations stand to gain as they can bridge the gaps in collaboration.
  1. Neurodiversity offers a clear competitive advantage in a World of Technology. By unleashing the power of tech-driven solutions through assistive technology, the gap between Neurotypical and Neurodivergent/Neurodistinct individuals can be successfully bridged. Apart from the large number of neurodivergent individuals who have not yet been included in the mainstream workforce, almost every organization already has a fair share of neurodiverse individuals present in their existing workforce. Organizations stand to significantly benefit by leveraging the potential of all these individuals, to unravel unique experiences and skill- sets, as well as bring in a fresh perspective towards engaging the target audience and bolster overall organizational effectiveness.
  1. Awareness, Assessment, and Action form the bedrock of successful DEI practices. Sensitization of employees on DEI, continuous assessment of progress against DEI goals, and taking corrective action in case organizations fall short of meeting targets are essential elements that need to be intertwined in the company’s DEI policy for successful implementation.    

To capture the essence of the beguiling conversations that took place at the Summit in one line, it would be - DEI needs to be at the fulcrum of the cultural ethos of organizations, and it is high time that we do not limit the topic to mere conversations and get into ACTION.


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Prerna Buckshee
Manager - Research

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