Hrd for women in india: different sectors like PSUs, Banks, Bpos, IT companies are covered

2. INTRODUCTION
 PSU represents the single largest organized sector spread
over the entire length and breadth of the country touching
and influencing the lives of the entire population in the
country and of all categories.
 Though the Public Sector as a whole is undergoing
structural changes in as much as the rest of the economy
in India for the past one decade, it still occupies the center
stage impacting the economy.

3. WOMEN IN PSU
 As on February, 2011, there were in all 15-35 women work force as
compared to 89877 as on 31st March 1991.
 Women in PSU constituted 4.5% of the total Work Force as on
February, 2011 as compared to 4% as on March 1991.
 The sectors where there has been pronounced changes for the better in
the profiles of women employees in the Managerial& Supervisory
categories during the same period are Power, Petroleum, Fertilizers
,Chemicals & Pharmaceuticals, Consumer Goods, Textiles, Trading &
Marketing Services, Contract and Construction Services, Financial
Services, Coal & Lignite.
 Remarkable and outstanding improvements in women moving into
Managerial & Supervisory positions have been seen in Transport
Services & Tourist Services during the same period.

4. FORUM OF WOMEN IN PUBLIC
SECTOR
 Forum of Women in Public Sector (WIPS) was created under
the aegis of SCOPE on 12th February, 1990 having a Central
Apex Forum in Delhi and four regional Forums in Bombay
(Western Region), Bangalore(Southern Region), Calcutta
(Eastern Region) and Delhi (Northern Region) respectively.
 The formation of WIPS represents the first ever initiative made
by the single largest organized sector in focusing the issues
related to advancement of women.
 While on the one hand women have to take initiatives
themselves to meet the job challenges and sustain career
growth, managements of the enterprises also need to
recognize the changing profile of the work force in enterprises
and provide appropriate environment for their advancement
and growth.

5. WIPS : AIMS & OBJECTIVES
The main objectives of this forum were:
 A) To promote the growth and development of Women in
Public Sector.
 B) To assist the Public Undertakings in optimizing the full
potential in women Employees and,
 C) To play a catalytic role in improving the status of women
in and around Public Undertakings.

6. RECOMMENDATIONS ADOPTED BY THE COMMISSION ON WOMEN IN
GOVERNANCE
 Equal opportunity policy. Commitment of top executives to gender
equality, making middle managers aware and accountable and
adopting a range for measures vital for ensuring the success of equal
opportunities policies at the enterprise level.
 Recognition of best practice through awards at the national level can
be important incentives to enterprises in promoting women.
 Recruitment and promotion procedures, to be transparent. The
selection panels should have women representatives. If the women
are not there at senior positions, the enterprise must induct them from
outside and outsource them.
 It is essential that clearly defined job descriptions are established free
of gender bias and that there is an objective system of job evaluation,
and a well structured management performance appraisal system.
 It is good for enterprises, institutions, organization and governments
to set targets and goals and to monitor progress.

7.  Women should be given opportunities for strategic assignments and
job rotation to improve their promotion prospects to higher echelons
of management.
 Upward mobility and career progression should be more flexible to
allow women more opportunities, based on their ability and
competence.
 Career and succession planning and the tracking of women in
enterprises and organizations, help them gain visibility and
experience, as well as provide a mechanism for monitoring their
progress.
 Adopting objective policies of internal recruitment combined with the
necessary job and coping skills training can give more opportunities
to women to advance in their career.

8.  The development and dissemination of guidelines, as well as
publication of success stories and awards on best practices are
important for encouraging interest of women in management issues.
 In order to allow more women to enter managerial positions, support
structures need to be established where there are none, and
strengthened where they are weak.
 Support systems, such as day care centres, care of older persons etc.
need to be initiated.
 Mentoring of women not only by other women but also by men.
 Women should not be ignored for vital training and foreign training.
 The PSU should work out gender ratio statistics in their employment,
training and foreign training.

9. BCCL(BHARAT COKING COAL
LIMITED)
HRD PRACTICES
Female Literacy Drive:
 Female Literacy Drive was undertaken for illiterate female employees
of BCCL in three phases.
 In Phase-I 218 female employees were nominated in which 173
appeared in exams, out of which 137 passed the exam All the
successful candidates were issued a Literacy Certificate by “Central
Board for Workers Education”(Ministry of Labour & Employment)
 Govt. of India. In phase-II 380, female employees were nominated in
which 241 appeared for exams, out of which 152 passed the exam.
 Phase-III is under progress in which 491female employees have been
nominated.

10. Training programs:
 Various training programs are conducted by the company.
 In Nov 2010 training program on women empowerment was
conducted were 53 participant took part.

11. MINERAL EXPLORATION
CORPORATION LIMITED(MECL)
Employment of Women
The category wise employment position including
General/SC/ST/OBC/Minorities/Women (As on 31.12.2010) in
the company is given in Table .

12. HRD PRACTICES
 MECL stand for raising and improving the Socio-economic
status of women and weaker section of employees.
 For the purpose it provides training to acquire new skills for
the career development.
 MECL gives equal status to its women employees and the
Service Rules, etc. are uniformly made applicable.

13. HINDUSTHAN COPPER LIMITED
 Employment of Women
 Group wise strength of Male/Female employees in HCL
as on 31.12.2010

14. HRD PRACTICES
 Training and Development of all levels of employees including
women is given due priority by the Company to increase
effectiveness.
 Special emphasis is given to organization building and shaping right
attitudes, team building and work culture.
 Preparing employees both male and female to understand the trends
in fast changing technology/switching over to latest technology for
achieving higher results in production, productivity and profitability.

15. NATIONAL ALUMINIUM COMPANY
LIMITED
 The Company has adopted the principle of equal opportunity to the
women employees in the matter of employment and the Company has
317 Numbers of women employees at different levels and categories.
 Need based developmental and functional training programmes are
provided to the women employees.
 As a mark of development in their individual leadership, women
executives of the company have got a place as Coordinator/member of
National Organizations like Women in Public Sector (WIPS).
 The ladies clubs are extended necessary assistance for carrying out
their various activities, which in turn enhances their leadership, and
organizing capabilities.

16. INDIAN OIL CORPORATION
HRD PRACTICES
1) Recruitment:
 Indian Oil believes in offering equal opportunity to all.
 Recruitment is facilitated to include persons from weaker sections of
the society classified under Scheduled Caste, Scheduled Tribe,
Physically handicapped, women, etc.
2) Gender mainstreaming:
 Indian Oil is one of the largest employer of women employees
amongst the PSUs in India.
 As on 31st March, 2010 there were 2,624 women employees
comprising 7.64% of the total workforce.
 Out of this, 1,147 (about 44%) of the women employees are in the
executive cadre at various levels.

17.  The Corporation encourages women employees to compete and excel
at their work.
 They are encouraged to author and present papers at National and
International level
3) Workforce diversity and opportunities:
 Indian Oil is an equal opportunity organisation and makes no
distinction on the basis of gender .
 Indian Oil is also committed towards affirmative action to bring the
„historically disadvantaged‟ into the mainstream of life
 i.e. the women by giving the “break” they need to earn a living and
achieve their dreams.
 Indian Oil has been providing equal opportunity to women employees
and minorities at all levels ever since its inception.

20. INTRODUCTION
Today women play a vital role in Indian BPO sector. According to
survey out of 400 million of workforce in India, around 30-40
percent are females. They are one of the driving forces behind the
success of call center industry in India.
The Indian BPO industry accounts for a revenue US$ 39.6 billion
and has emerged as one of the largest private industry providing
direct employment to 1.6 million professionals.
The participation of women in BPO industry has been seen as a
critical enabling factor for continued growth of the industry. Today
BPO companies are recognizing women on board at all levels and
this helps the organization to make good business sense. Therefore
BPO companies are trying to develop and involve women for
higher roles and functions.

21. There is no doubt that technology itself is gendered and is strongly
shaped by the patriarchal yardstick of class and gender. Despite all
these the most important issue is to restore and carry forward the
empowered participation of women in the development of
technology and enhance the participation of women through skills,
education and creative knowledge. The Indian BPO industry has set
high standards in gender inclusivity.
It has been suggested that the professional skills of women needs to
upgrade therefore a number of mentorship programs are being
organized.
These programs help women working in BPO to have a definite
career path and fulfill a certain criteria in the empowerment of
women. India has the largest number of women working in BPO's
than any other single country in the world.
Article Source: http://EzineArticles.com/?expert=Ivana_Lewis

22. INFOSYS
Infosys Women's Inclusivity Network (IWIN) was initiated in 2003 to
assist women unleash their potential by providing opportunities for
professional and personal development and critiquing management
policies and procedures to ensure that the Infosys workplace is inclusive,
equitable, and open to the innovative ideas and approaches that women
can contribute.
At Infosys, women are employed in all possible roles both in technical
as well as in support functions at all Infosys locations. IWIN launched a
special mentoring programme for women.
They have also partnered with major gender networks and forums
across the globe to benchmark our practices in inclusivity and publish
research papers.
 concentrate on breaking the stereotypes and mindsets that exist in a
work place to facilitate an inclusive work environment. Which means we
are open to dialoguing with our colleagues, question the norms and arrive
at what may be good for individuals and the companies in the long run for
creating an inclusive community.

23. TATA CONSULTANCY SERVICES
The company attributes the increase to its equal opportunity
employment policies.
10 percent of their senior management includes women. In FY09 we
launched a new initiative called DAWN (Diversity and Women's
Network) to encourage diversity and inclusion in the workforce,
particularly for women.“
TCS appoints women as board members,
 TCS announced its Second Career Internship Program (SCIP) on the
International Women's Day last year, aimed to recruit women
professionals who took long breaks to address their domestic front. It
allow them to take that break during the most important time of their lives
typically from after the first child is born to she is 5-6 years old and then
getting them back when they are ready mentally to get to work again.

24. GENPACT
• Approximately 40 percent of Genpact’s global headcount
constitutes women but we are committed to increasing it at the
leadership levels too.
•They provide our people with multiple opportunities to enroll for
world-class leadership development programs and also encourage
cross-functional movement to gain meaningful experience and
exposure.
• Performance management is a critical area for Genpact and we
invest in planning each employee’s career and aligning their goals
with larger organizational goals.
• To promote this, we have instituted a number of initiatives,
including a global affinity group for women—Genpact Women’s
International Network (GenWIN)—whose mission is to foster the
professional development of our women workforce.
• a formal mentoring program—WeMentor—that pairs high-
potential middle-management women with experienced leaders in
the company to assist and guide them on various professional fronts.

25. •They have set a target for themselves to bring gender diversity
at the top level to 25% and have undertaken a number of
measures to achieve this, broadly in the areas of hiring,
developing and retaining our women employees. In terms of
hiring, our target is to ensure that 50% of all AVP+ hires are to
be women.
• As several flexi-practices such as Work From Home, Flexi
Timing, Extended Maternity Leave, Sabbatical Option, Health
Camps, et al, to support the well being of our employees and
help them achieve a healthy work life balance.
• of the work Genpact does in the area of Gender Diversity and
Inclusive Employment opportunities, honored with the WILL
Recognition Award, under the WILL Womens' Choice segment.

26. ACCENTURE
They strongly believe that attracting, retaining and promoting
women is critical to the success of our company. It’s why we
have more than 60,000 women contributing to an
environment that’s rich in diversity, acknowledges each
individual's uniqueness and promotes respect, personal
achievement and stewardship.
• Flexible Work Arrangements: supports the unique needs of
professionals in the workplace, encouraging a balance between
work and personal priorities.
• Maternity Returners Program: helps ease the transition for
new parents back into the workforce by providing career
guidance and support for finding ideal re-entry roles.

27. •Women's Mentoring Programs: pairs female executives with
senior executive mentors, includes virtual workshops and provides
networking tips to help ensure the advancement of women at
Accenture.
• Accenture Women’s Network: A global internal website connects
women across the company with one another and provides access to
resources available both at Accenture and externally. The online
forum offers women a place to share experiences, advice and
insights.
• International Women’s Day: Participants enjoy exchanging ideas
about women, inclusion and their impact on the global economy
and Accenture's business, and join in on local events. This global
celebration provides a venue for networking, building vital skills,
and addressing issues that face women in the workplace and
beyond.
• Accenture regularly conducts research studies on various topics
that have an impact on women in business.

28. • They also provide training for diversity awareness, as well as
courses directed toward developing their women leaders. In the
Developing High-Performing Women course, for example,
female role models help managers evaluate requirements to reach
the next stage in their careers.
• In their local offices, employee resource groups drive initiatives
and programs to support women at the location and help them
build strong networks, both within Accenture and with the
broader community.

29. WIPRO
Wipro talent engagement and development program:
Being true to diversity and inclusiveness in all spheres, they are conscious
of the importance of engaging women in their workforce and providing
them a platform to hear their voice.
 We try and give them overseas assignments too, as a motivation to stay
back.
 Women of Wipro (WoW) was an initiative launched, as part of the
Wipro Diversity Council, in 2008. WoW aims to bring together women
executives across business units and locations in Wipro who have the
passion for extraordinary personal and social transformation, working
together for better causes and common goals.
The Women of Wipro (WOW) council launched various initiatives to
facilitate, enable and empower women employees. Panel discussions with
internal women leaders, mentoring programs for high potential women,
workshops and development programs and a Women of Wipro website
enable women to grow in their careers.

30. These initiatives have ensured a consistent increase in women
representation in various levels in the company over the last few years.
Representation of women in Wipro has increased from 19% in 2004 to
29% in 2010.
WoW will also work towards creating visibility for its female
leadership, both internally and externally. Building sustainable and
growing networks that contribute to the success of business, the
community and self-development would be the other highlight of
initiative.
Some of the major initiatives undertaken by WoW include:
• WoW microsite - Channel W, that includes a forum for women
employees to blog, chat, and post relevant comments on discussion
boards along with articles.
• Speaker series/networking sessions with women leaders across the
global industry .

31. • Health and safety - self defense workshops and 'Fit for Life' sessions.
• Flexible policies to enable work life balance including crèches across
locations.
• Mentoring for success - high performing women mentored by top
management .

32. HCL Tech
From a dedicated Web site to mentoring programmes aimed at engaging
women employees, HCL Technologies has been rolling out initiatives to
recruit and retain women.
Mentoring within the organisation to move more women to senior roles.
They have opened creches at our large campuses.
 Have introduced “pick and drop facilities” or free transportation
services for women. These office cabs are operated by recognized drivers.
 If a female employee is worried about taking a break because she is
starting a family, then somewhere she is also comparing herself to peers.
She is asking herself whether she will be assigned the same project once
she returns, what happens to her position, her aspirations. HCL has
programs that reaches out to such women and talks about how to think
this through.

34. INTRODUCTION
 India is a country with diverse traditions and customs. In all the
religions, women hold a respectable position.
 Unfortunately, since ages, the role of women was limited to
household activities and confined to domestic issues. In the male-
dominated Indian society, women suffered to extreme levels of
exploitation.
 However the economic reforms ushered in 1990s, have transformed
their status.
 With changing times, women in the society started participating in the
formal Indian labour force.
 . In the male-dominated banking and insurance
 sector, women executives like Chanda Kochhar, Shikha Sharma and
various efficient women executives proved their mantle to be better
managers/leaders as compared to men.

35. Role of woman in ICICI
 In mid-1980s the chairman and managing director of ICICI, Suresh S.
Nadkarni exhorted Lalita Gupte, trainee (at that time), to prove her
potential in the organisation. His advise: “If you do not succeed, there
will be no other woman in this organisation.”
 It was the chairman and managing director of ICICI bank, Suresh S.
Nadkarni who promoted women executives to hold top positions.
 The company started creating opportunities to its employees based on
their merit and performance.
 In ICICI Employees are ranked, promoted and penalised considering
their work performance ignoring gender discrimination.

36. ICICI
 The company motivates entrepreneurial initiatives. It encourages in
executing individually developed strategies and supports in
undertaking prospective projects.
 The company‟s key focus is to hire talented candidates, irrespective
of any bias, based on sound academic performance, key skill sets and
personality traits.
 The culture at ICICI is amicable and considers the requirements of
employees at each stage. For instance, “An employee can even ask a
director to postpone an office meeting because he/she has to attend a
parent-teacher association at his/her child‟s school,” commented
Madhavi Puri Buch,MD & CEO, ICICI Securities

37.  It enables enhancement of woman‟s knowledge and ability to organize
for their rights, improved health, security and mobility of woman.
 The organization provides practical guidelines and support to its
female staff workers in terms of child care, sexual harrasment of
female staff.
 The organization creates opportunities to its employees based on their
merit and performance.
 Employees are ranked, promoted and penalised considering their work
performance ignoring gender discrimination.

38. IT SECTOR

39. INFOSYS
 As part of its inclusive HR policy, Infosys will throw open a
satellite centre in the heart of the city to enable employees
(particularly new and to-be mothers) to cut down on travel time
to work.
 The company has also initiated a pilot project for employees
giving them an opportunity to opt for a one-year sabbatical at any
point in their careers. This could be used for childcare, eldercare,
higher studies or for health reasons
 Infosys has set up an Infosys Women's Inclusivity Network
(IWIN), which looks into issues women face in the
organization. Similarly, even ADP has a common mail id only
for women associates, where they can talk about issues that
cannot not be discussed with their male counterparts.

40. CSC
 CSC India has launched the Diversity initiative, a program to
support gender diversity and attract and retain their women
employees.
 The underlying principle of the initiative is that gender diversity
leads to a more creative, flexible and innovative organisation
that is in tune with the society and the market.
 CSC believe that by recognising the strengths of each gender,
working relationships become more productive, increasing the
mutual understanding, respect and trust.
 As part of the diversity initiative, a diversity council has been set
up at each CSC location in India, which is supported by an HR
representative.
 A helpline called “Helpline@Planet W” has also been launched
to support communication between our women employees and
council members.

41.  Another supporting program that has been launched is the
mentoring program, which focuses exclusively on skill and
career development of women employees; this is in addition
to the regular workshops and training at CSC India.
 CSC India has also held, for the first time, a training
program on wellness and self-defence as well as a free
health camp for our women employees.
 CSC India‟s multifaceted diversity initiatives have been
recognized by the industry — in 2005, the Madras
Management Association honored us with the Best Women-
Friendly Company award.

42. IBM
 Training-In-house Learning and Development (L&D)
divisions.
 Performance Appraisal
 Emphasis on Potential development
 Communication Interpersonal Relation

43. ACCENTURE
 Women's Mentoring Programs- which pair female executives
with senior executive mentors, include virtual workshops and
provide networking tips to help ensure the advancement of
women at Accenture.
 Accenture Women‟s Network, a global internal website that
connects women across the company with one another
 Training for diversity awareness, as well as courses directed
toward development of women leaders.
 In our local offices, employee resource groups drive
initiatives and programs to support women at the location
and help them build strong networks, both within
Accenture and with the broader community.

44.  There are local women‟s networking groups in
Austria/Switzerland/Germany, Canada, Denmark, Finland,
France, India, Italy, Ireland, Japan, Latin America, Norway,
the United Kingdom and the United States.

45. DELOITTE
 International Women's Day (IWD) 2011 takes place 8 March
and is a global day celebrating the economic, political, and
social achievements of women past, present, and future.
 Deloitte “ The Women‟s Initiative program”.
 Bridging the Gender Gap Through Women's Programs Helping
Men.
 Leading to WIN
 Leading Edge
 Ellen Gabriel Fellowship Program
 WISMAC & WIMAC Local Professional Development And
Mentoring Activities

46. Mahindra Satyam
 Starting Over‟, a lateral recruiting initiative that taps into a
highly talented pool of mid-career women seeking to restart their
careers at Mahindra Satyam after having taken a break for
personal reasons.
 Various training programmes are also provided for them to re-
orient them to corporate processes.

47. CONCLUSION
PSU
 Provides equal opportunities to both male and female employees in
recruitment, training and promotion.
 Concerned more on career development of women employees.
 Emphasized more on female employee literacy for illiterate female
employees
 Training and development.
BPO/ITES
 Trying to break the stereotyping prevailing in the sector.

 Special mentoring programs for women employees.
 National & International networks for women so as to develop
women employees.

48. REFERENCES
http://www.thehindubusinessline.com/industry-and-economy/info-
tech/article2583003.ece
 http://www.indianewsblast.com/2011/03/wipro-celebrated-100th-international.html
 http://dqindia.ciol.com/content/dqtop20_09/IndustryAnalyses/2009/109081702.asp
 http://www.genpact.com/home/careers/ourpeople.aspx
 http://peoplematters.in/articles/here_and_now/genpact-leading-through-uncertain-times
 http://timesfoundation.indiatimes.com/Resources/Interviews/articleshow/4317803.cms
 http://www.tecoloco.com.gt/empresas-destacadas/trabajos-en-genpact_1189.aspx
 http://careers.accenture.com/us-
en/working/overview/diversity/women/Pages/index.aspx
 : http://www.accenture.com/us-en/company/people/women/Pages/womens-programs-
initiatives.aspx
 http://www.wipro.org/sustainability/gender.htm
 http://www.andhranews.net/India/2008/March/8-Wipro-launches-36475.asp#ixzz1culcgSio
 http://ezinearticles.com/?Women-Employees-in-BPO&id=3441119