Humanistiq Issue 5 | January'23 - Workplace Evils by Humanist - K J Somaiya Institute of Management

UMANISTIQ

Workplace Evils

|The

Magazine JANUARY'23 | ISSUE V

H R

ABOUT HUMANIST

We are a diverse team of individuals from different backgrounds, bringing together the best of our talents to assist the student community in transcending their limitations to become industry-ready and better versions of themselves. We passionately work on coming up with highly engaging and exciting activities for students where they can apply their management knowledge and can come up with unique solutions. We represent the student HR Committee of K J Somaiya Institute of Management.

OUR VISION

To see every member evolve as an eminent leader and develop necessary soft skills to excel in the corporate world.

OUR MISSION

To facilitate an understanding of the HR Stream through various demonstrations, events and activities and, in turn, groom our students and members to become more effective MBA Students and responsible potential corporate leaders.

We focus on bringing quality knowledge to students by conducting events based on course-related and Industry centric topics throughout the year like Transcend to equip students to ace their GDs & PIs in the placement process, Cinelytics, a pan-India unique competition encompassing movie-based case study with management lessons, and Spectrum an event with distinct themes each year managed by Junior Team.

We also support & facilitate events conducted by the HR faculty like CDMI, a panel discussion with industry experts on Breaking Barriers, and The International HR Conference, wherein industry stalwarts, dignitaries, and students are invited to showcase their research works.

Our junior team's efforts have been captured beautifully in this edition. Here's proudly presenting the fifth issue of Humanisitiq - The HR Magazine.

Siddhartha Sachar Co- Convenor Khyati Sood Convenor Rijul Ghosh Co- Convenor

E d i t o r s

D e s i g n e r s W r i t e r s & C o n t e n t

TEAM THE

Gouri Mishra Siddhartha Sachar Samiksha Tiwari Prajyoti Sankhe Vrinda Devra Gayle Pereira Jahanvi Dhingra Sreyoshee Banerjee Ritu Kotnis Niki Dhameja Tavishi Das Shivangi Chaudhary Khushali Asher Shivani Mirani Anshika Malhotra Dhruvan Sharma Sriya joshi Aditya Jiniwal Richa Parekh

Nanda Binil

FEATURED ARTICLE: DOES DARK TRIAD PERSONALITY FUEL WORKPLACE DEVILS? FEATURED ARTICLE: WORKPLACE EVILS

PWD INCLUSION MATTERS

GOING BEYOND TOKENISM

BIASES AT THE WORKPLACE

HREVIEW - LOVE 'EM OR LOSE 'EM: GETTING GOOD PEOPLE TO STAY

TABLE

CONTENTS EDITOR'S NOTE THROUGH THE LENS OF INDUSTRY EXPERTS - IN TALKS WITH DEBASHISH GHOSH, SENIOR VICE PRESIDENT & COUNTRY HR HEAD, BERKADIA INDIA THROUGH THE LENS OF INDUSTRY EXPERTS - IN TALKS WITH PUJA MITRA, DIVERSITY AND INCLUSION MANAGER AT ARK, UK 4 5 9

EDITOR'S NOTE

Dear Readers,

We welcome you to the fifth edition of Humanistiq - The HR Magazine by Team Humanist

We would like to thank the readers for showing keen interest in our previous edition- Leadership in the Modern Era

This January issue of the magazine is centered on the theme- “Workplace Evils” focusing on prejudices, biases, stereotypes, and overall discrimination faced by employees in organizations.

Everyone has experienced unequal treatment at work Discrimination in any form is frequently unreported, which contributes to employees being under-productive and disengaged at work. A toxic culture can lead to very visible poor business performance.

Several employees bear the brunt of toxicity shown by their managers, peers, and others causing unimaginable stress and negatively impacting not only the individuals but also their close network of family and friends. A polarized and disengaged workforce negatively impacts the company's business and its environment.

"If you don't have a lens that's been trained to look at how various forms of discrimination come together, you're unlikely to develop a set of policies that will be as inclusive as they need to be."

-Kimberle Williams Crenshaw

In this issue, we attempt to depict some of these ideas and discuss the impact and consequences of these evils and how organizations can take corrective action.

We hope you enjoy this issue as much as our last. Happy Reading !

Senior Editors, Sreyoshee, Shivangi, and Tavishi

3 4

Through the lens of Industry Experts

In Talks with Debashish Ghosh (He/Him) Senior Vice President & Country HR Head, Berkadia India

1. Based on your experience, what do you think are some of the factors that contribute to workplace evils?

Evil is a strong word, but I understand why it is used in the workplace At times, there are things done in the workplace that leave a very deep and negative impact on the minds of people. Especially when you experience toxic behaviour at the beginning of your career in an organization. Examples of those could be being very rude or disrespectful to colleagues, favouritism, any form of discrimination, exclusion, harassment, intimidation, bias etc. Unfortunately, the list can be longer. Now to answer your specific question, as to what are the things that contribute to workplace evils - I think there are three things

One is the lack of self-awareness on the part of the individual. All of us, whether we agree or disagree, have unconscious biases Many studies on behavioural science confirm this And those unconscious biases are very hard to get rid of. And those biases reflect on our behaviours, actions, and decisions. The only way to work around those is to be aware of those biases and be conscious of them That's the first one

The second one is the lack of organizational awareness. The lack of awareness of organizational culture is something that can also lead to toxic behaviour. Organizations should define acceptable and unacceptable behaviours and actions clearly, in alignment with their culture. If it fails to do that, then despite the intentions, he or she would end up engaging in wrong behaviours. Therefore, the lack of awareness of the culture is also contributing to those toxic behaviours

The third reason is the lack of appropriate and visible action taken against toxic behaviours. When we see or experience people engaging in toxic behaviour and engaging in evil practices, we must take appropriate and immediate action and make it visible, so that everybody is aware that there is zero tolerance towards such behaviour

So, in a nutshell, lack of self-awareness, lack of organizational awareness and lack of appropriate and visible action contribute towards workplace evils. But one very important thing about our mindset is the word “evil”, I don't think that people who engage in such activities are evil. They are not evil. What they are doing is evil.

It is very important to distinguish between the two Only then we can work towards addressing those workplace evils. So don't fix the person but fix the problem. That is the long-term solution.

2. What did you do differently to minimize these workplace evils?

In my experience, there are 2 to 3 things that are really important. One is building self-awareness in people by helping them recognize their biases, both conscious and unconscious. There are tools, techniques and methods that can help us be more conscious of our biases. That is something I have always done or helped people do at the workplace

Second, building an organizational culture which has zero tolerance towards any toxic behaviour. We must take immediate action against the perpetrators, irrespective of his/her position, level, or importance. Nothing and no one is more important than organisational culture.

Third, it’s very important to check for cultural fit during hiring. A lot of these issues can be nipped in the bud, if the organization has a strong hiring process where it can evaluate the culture fitment of the candidate right at the beginning, no matter how qualified or how experienced that candidate is. There are a lot of ways within the hiring process which help us ask the right question to determine whether the person would fit the organizational culture or not.

3. So, while hiring, what would you do differently or what would you ask the candidate in order to not hire such candidates?

I always ask a lot of situational questions to understand how the candidate makes decisions. Let me share an example. I ask the candidate, “You are at risk of meeting your quarterly goals for your organization. But you have an opportunity to sell a product to a client that might be in his best long-term interests. However, your supervisor insists that you make that sale. He obviously impacts your promotion, which you have been expecting. Listening to your supervisor would also mean that your team would have to stretch long hours What will you do in this situation”? If the candidate says that he/she would do anything to make my company meet its target, that will give me a message that the candidate is not the right fit While he could impact the organization’s financial situation positively in the short term, he would leave a negative impact on his colleagues. More importantly, it’s not in the best long-term interest of his customer. He might make his numbers that quarter, but in the long term, he would lose talented people and end up losing lots of customers

4. What are your views about gendered leadership? Why do we find fewer women working at higher levels of management and more at lower levels? Is it a skills - gap or a systematic unconscious bias? What can we do to have a higher representation of women?

The good news is gender representation in the workplace is getting better. We continue to see an increasing number of women in leadership positions. But I am not happy with the pace at which they are growing. It is definitely not a skill gap or a competency gap. All human beings are gifted in different ways.

You asked if there is a systematic bias. I don't think so, and I speak from my own experience of 2 decades

of working in both MNCs and Indian conglomerates At least, not a conscious systematic bias. I am speaking from my own experience of two decades. I have seen that people of all genders are paid equally, by and large, have fair and transparent opportunities to grow, and are treated in the same respectful manner. Now the question is, is there a systematic unconscious bias? That is very hard to say because, by design, it is unconscious.

Organizations are everyone’s favourite punching bag. We all love to hate them when it comes to gender diversity. However, blaming only organizations is making things too simplistic. We must also look at the big picture.

As a student of sociology and social psychology, I can tell you that there are deeper reasons behind the lack of wider representation of women in the workplace It’s not just an organizational issue There are societal factors contributing to this situation. Indian society still considers women as primary caregivers, caretakers and nurturers of the family. So, invariably, the career of women gets impacted as they relocate to different places with their spouses and give up their jobs, take career breaks to start a family, and take a career break to nurse an ailing family member There are many such reasons why women actually don't end up working for a longer period than they should And one can only grow and get to a leadership position when you have actually spent the time. Let me share something interesting, something that not many people are aware of. Only 19% of Indian women are employed today. That number is much worse than that of our neighbours Bangladesh and Pakistan, who have much weaker economies, and where women are less educated than their Indian counterparts. Ironical, but true And that’s the fundamental issue Unless we change something in our society, and we help women employees or women stay in a company for a longer time, we would not see the difference in gender representation in the workplace.

From the organization’s perspective, they can take a few initiatives:

A) Openness to hybrid work. This will ensure that if a woman employee is relocating to a different place due to family reasons, she can still work from t branch offices. A few organizations are also offering complete remote work.

B) We have to identify roles and help women to get back to work after a break We should identify roles for employees with career breaks, and reach out to them proactively.

C) Design a support system within the organization where women employees can have a guide, a coach, and a mentor. Identify role models of senior people within the organization who can do all the coaching and mentoring. Build a community. A lot of women face similar issues, and when they have a community or a support system, they tend to benefit from each other and, therefore, they stay for a longer time

5. Do you think it will be even more difficult for employees from the LGBTQIA+ community and for people with disabilities to contribute to organizational goals and get recognised for the same?

This is more of a yes or no question. If you have hired employees from the LGBTQIA+ community and people with a disability just to make your diversity number look good, then things will not work. They cannot be just bullet points in your presentation to the client. You cannot be hiring for diversity because many others are doing the same. Your purpose cannot be dictated by external factors. It must be your own, internal-focused. A lot of people ask me how to build a business case of diversity and inclusion in an organization. I just tell them it is the business case of humanity! Why do you need a business case for humanity? The moment you start treating everyone for who they are, make them feel belonged; they will be able to contribute to your organization’s goals.

6. Is there any quick mental assessment to understand the presence of workplace evils in any organization? What should we look out for?

I don't think there is a mental assessment. In fact, even if there was one, I would probably not want to do that. What I want is to really see tangible behaviours, behaviours that are observed, that are demonstrated in workplaces day to day. I would not try to second guess people by having a mental assessment. I believe that observing behaviours is the best assessment of workplace evils

There are two ways of doing it First, watch out for those bad and toxic behaviours If somebody is trying to intimidate somebody, is not open to ideas, or is very bossy and rude, these are the telltale signs. These are easily observable. As I mentioned earlier, there should be zero tolerance for such behaviours. Take appropriate action, and take them immediately.

Whenever you are unsure about something, any special areas where you think you are prone to biases, take a step back. Don't take a decision immediately!

However, there is one thing that works even better than punishing bad behaviours. And that is – to look intentionally for good behaviour in people. Watch out for examples of people who are the opposite image of someone with toxic behaviour

If you look with intentionality, you will find many In organizations, a few instances of toxic behaviours can overshadow many instances of good ones. The good news gets buried under the bad news. So, if you ask me I always look for good behaviour, a good story, a good incident, and a good example for people who exhibit appropriate behaviour at the workplace day in and day out no matter what. It’s important to make them heroes, make them poster boys and girls, and I talk about them publicly

Fundamentally, there are two ways to motivate human behaviour. One is punishment and the other is the reward. The carrot and stick approach. I believe the carrot works a lot better than the stick. The stick approach fixes the issue in the short term. But when you give a carrot, when you really identify or recognize good behaviour, you build a long-term culture. So not a mental assessment - I think identifying the right people and rewarding and recognizing them publicly works more

7. At an individual level, what strategies should we use, to minimize workplace evils and also be effective?

There are a couple of things.

First, we must be aware of our unconscious bias. It’s not easy and it comes with a lot of self-reflection and introspection. It comes with being totally aware of how you make your decisions and choices, and what impact your decisions have on others. You must be aware of what situations you are most susceptible to and vulnerable to. For example, your biases might be very strong during the interview process, or while dealing with someone of a different gender. So, whether we admit it or not, all of us have biases. But being aware of those helps us make fewer mistakes.

Second, one must be open to feedback. Whenever you are unsure about something, or any specific areas where you think you are more prone to biases, take a step back. Don’t take a decision immediately. Talk to someone and bounce off that thought or idea with that person. Once that happens, you might have a different view, and you might be able to change your mind and decision. This can minimize some of the individual biases that we have, and obviously, that will help us to have a better life as a whole.

1. During the pandemic, everyone in the corporate sector faced new challenges. Do you think it affected the workplace negatively and gave rise to any workplace evils?

Yes, it did and none of us, to be honest, were prepared for something like this, either in our personal spaces or professional spaces. The pandemic impacted everyone's life whether it comes to health and well-being, income or other different aspects of life. These changes in people’s lives reflected in the workplace. Additionally in the workplace, we were not ready for this. Working from home was never usual, so people just moved in without a home office set up, and lots of people didn’t have enough space to work Many people felt not equipped for this whole change mentally and in terms of logistics

I think all of this created a lot of chaos. Challenges that are posed by virtual inclusion became a key issue, especially because even though the pandemic is over not all of us have gone back to work full-time So even though we have learned a lot about virtual inclusion there's so much still which can't be achieved. For example, when someone on the other side of the phone call is upset it is quite difficult to understand and makes me think that things would have been slightly different if we were in the office I think it's much easier to process the emotions of people we are interacting with if we are in the same room. Also, another classic example isimagine 200 people sitting in a room for a workshop and the facilitator finds it difficult to engage introverts Now it even becomes harder when it is a virtual session. I’m not saying it’s impossible to overcome the challenges of virtual inclusion but we are still learning in this space which means that we're still dealing with some of those evils in the workplace

hrough the lens of Industry Experts

Talks with Puja Mitra he/Her)

ersity and Inclusion Manager, Ark, UK

The biggest thing for me is well-being was compromised during covid and I think none of us globally were before this talking about well-being in such depth. Look, we're all in different places and understanding what wellbeing means to each of us and how do we cope with this can be very different for everyone So when well-being was impacted adversely, most of us did not know how to respond, or whom to go to for support

The last thing I would say is I think between personal and professional spaces the boundary was lost. There are pros to it. For example, in virtual calls, you could see lots of people were wearing a blazer however if they stood up to open the door you could possibly see they were wearing shorts and pyjamas instead of trousers. I’m not doing that now (ha ha), but lots of people were doing it and it was accepted which was brilliant However, on the other side, the human touch was lost in other spaces People took fewer breaks during work hours and interacted less with their teams very often and those were cons.

Combinations of the above things are the workplace evils which are still there even after the pandemic is slowly vanishing right now, hopefully vanishing.

2. Since 2019, you have been an active worker in the field of DEI. As a leader in inclusion and diversity, what has been your greatest obstacle and what have you learned from this same?

I think I have been my biggest obstacle. I never paused and celebrated myself and the wins I was making. So, when it comes to diversity, equity and inclusion,

a lot of things we are dealing with, which are sexism, racism, and homophobia, have been there for 500 years or more now. Nothing is going to change in the next 5-10 years. Or maybe it will, but it's a slow process. I think this is something I've spoken about with lots of peers in this area as well, we do not pause to celebrate ourselves and the wins. That denial is exhausting and the self-care is missing. So, I think one of the biggest things I've now learnt is that I need to commit myself to self-love, self-care, and being kind to myself.

I have accepted that progress can be slow and things might not change overnight. A few years back, in England, how many organizations were celebrating Diwali? How many organizations knew about fasting for Eid? This awareness is there now and this is great news. I know there are lots of other things that need to be done but small things make big impacts. Seeing people in offices wearing traditional wear during Diwali, Eid or Lohri is a joy and I am enjoying these moments.

3. One of the primary reasons for the presence of workplace evils is a lack of clear-cut policies. In your experience, what are the major challenges a leader faces while trying to implement a new and improved HR policy that has organization-wide implications?

So I agree with you that having policies, having processes, having the foundation, those need to be there, and they're key to the work of Equity, Diversity, and Inclusion. However, I also think a blanket approach is not helpful. So, for example, when you're writing a dress code policy for an international bank, and then one of the key things is you have to wear formal clothing, which is fine but imagine, there are departments of work say IT and Digital. I'm just putting an example. I'm not stereotyping but a lot of people have possibly worked in the past before joining the bank working in casual wear Now for an IT or a digital leader to implement that policy is going to be hard. Impact analysis needs to be done when a policy is launched which has an organization-wide impact. So that's one thing The second thing is when the policy is launched with a new policy or revised policy there needs to be a clear process to embed the policy. There needs to be training and resources for the line managers. There needs to be an implementation plan. If it's not an HR policy, the owner of the policy, the HR colleagues and the leaders need to share a plan, and own a process - how do they implement it at different

stages, and when and how do they do audit impact? I think if the plan is done well and if the impact analysis is done before launch of policy, it usually helps with removing the challenges to a huge extent.

4. The true essence of a diverse workforce is that every employee has the opportunity to be authentic to their true selves. Beyond policies, what can a manager, or big leader do to ensure that every employee is empowered with tools to do the same?

In my experience and it's a very personal opinion - I would say everyday inclusion matters It's small things that create some of the biggest impacts. The structured things matter too like policies, structures and other things. But I think it’s the small things that leave an impression on people’s work lives. One thing that has always worked for me is how we make sure storytelling at work which is initiated by leadership is done We always love to hear the inspiring stories, and the success stories of leaders, but at the same time, we want to know the human side, and the lived experiences as well Not that we are particularly curious about failures but people can relate when leaders share their share of failures and vulnerable moments. People love to know how leaders overcome difficult situations.

Those human elements are one of the pros that we witnessed during the pandemic. During meetings, we saw people managing their kids in the background and this became a norm to not appear perfect and formal during work hours I’m going to share a personal experience I once had a leader who spoke about their experience of domestic abuse in their life, and for me, that person is a very strong and assertive person and I was very surprised to hear the leader share one of their most vulnerable experience. And I think that was the turning point for me and a lot of people in the organization to understand each of us including the leaders have different stories in our life Once storytelling is done at the right time and in the right manner, I think this impacts people in the organization to resonate with their leaders and their lives. Everyone gets the confidence to be themselves.

5. Even though most social problems can be fixed with strong policies, microaggression is one problem that often goes unnoticed from a leader's point of view. What do you think is the best way to handle microaggressions at work?

Yes, I think you're right Microaggression is that one topic which is spoken about a lot but not necessarily addressed So, I think many things can be done but two key things that I felt worked for me is following this two-step process. One is education - educating people about what it means, and how it impacts people. It is important that people understand the same person can be both a victim and perpetrator of microaggression.

For example, as a woman I can be at the receiving end of a sexist comment and at the same time as a heterosexual person I can end up making a homophobic comment to my colleague Also it is important to explain some of these microaggressions, especially language is directly a result of systematic discrimination.

For example, the word “guys” is possibly a genderneutral term now but initially, the word guys were not gender-neutral.

We say “Hi guys!” even though there may not be any man in the room but a meeting full of women However, the assumption was meeting rooms will have mostly or only men. At the moment this expression is not used to make anyone uncomfortable or disrespect anyone but it is used as remnants of systematic discrimination in the past. It's no time to place guilt on anyone or a particular community.

It's just that we need to understand the nuances of systematic discrimination in language Second, I think there need to be honest conversations We need to create those safe spaces where people from diverse backgrounds are having those conversations - where they can share how they're feeling and then what best can be done about it. If we move to a world where these microaggressions are addressed in society as a whole, it will reflect in the workplace as well.

For example, a question often used in the UK or to be honest across the globe – “Where are you from” can be triggering Someone who has lived all their lives in London or say Bangalore will strongly feel they are from those places even though they might have diverse heritage or nationality of a different place. Asking them where they are really from is something that can immediately make them feel excluded.

So, it's just understanding and having those conversations about intent vs impact These two things really worked for me but I'm sure there are other awesome things people are doing

I think we need to have more laws in India where microaggression can be challenged as discriminatory behaviours and hence not acceptable Unless we have the legal framework, people are going to have many conversations, but action might not happen. Its time for actions not just words.

6. What are your thoughts on the current trends in tokenism and attrition in the core corporate sector and startup culture?

I think this question and subject are extremely complex. To be honest, I have never been involved in this particular area of work, which makes it very difficult for me to give the right answers. But, I'm going to try to answer based on how I would feel as a person in that situation First, I think an honest conversation is the best thing to do here And it's a bit off-topic, but see how the relationship between doctor and patient works You have to be honest, even if it's bad news. People deserve to know the truth as early as possible.

Second, I think it’s important to give dignity to any person, dignity each of us deserves. Respect is key. It is important to check on their needs as much as possible. Everybody has their own needs and circumstances So, be human about this whole process I think it is important to make sure that not only HR managers but also the leaders who are not part of the HR team do this It will still hurt, but it may make people's life as better as possible from that point.

7. There is a lot of concern among employees around the world due to the persuasive tendency of large-scale downsizing. This unpredictability creates mistrust and disrespect both inside a team and towards management. How should an HR manager approach this situation?

I think tokenism genuinely impacts adversely on the well-being of people If somebody experiences tokenism, it leaves them feeling isolated

Microaggression is that one topic which is spoken about a lot but not necessarily addressed

To be honest, the spotlight can sound good, but then there's so much additional pressure and scrutiny on this person's life, performance, and behaviour, and they have to be on their best behaviour Also, a lot of times we see that their achievements are not celebrated. If they are identified as a token, their good work is not acknowledged. And I think they're also being pigeonholed. So, if somebody says they’re transitioning at work, it's expected that they will answer all the questions, people will go and consult with them and that leaves the person very exhausted It's a very exhausting experience and you just feel a lot of pressure It just feels that nobody sees them as a person

They feel they are just part of that particular identity for which they are taken as a token So, I feel this leads to lots of burnout for lots of people depending upon how they're coping with it I think it leads to burnout, anxiety, and depression and it leads to attrition as well. People who are seen as tokens do not feel valued at the end of the day. And if you look at data for long-term sickness you would realise people are not only leaving their jobs but it also results in adversely impacting people's long-term health - both mental health and physical health I genuinely think tokenism has adverse effects on people’s lives and tokenism is not something anyone deserves

Does Dark Triad Personality Fuel Workplace Devils?

Ronak Sangoi K J Somaiya Institute of Management (KJ SIM) Mumbai, General Management

See no Evil, Hear no Evil, Say no Evil, Tweet no Evil

Have you ever wondered why your boss or colleague tends to behave differently with you at certain times but is also customary at other times? Do they make you question yourself or misuse the connection you have with them? Do you feel undercut or repressed by it? Well, you might be dealing with someone who exhibits higher levels of the dark triad personality, after all.

What precisely is the dark triad then?

The three personality traits of Narcissism, Machiavellianism, and Psychopathy are collectively referred to as the "dark triad”. Narcissism is characterized by a lack of empathy, an exaggerated sense of self-importance, and a need for admiration from others. Machiavellianism is a behavioural tendency to manipulate and exploit others for personal gain. Psychopathy is characterized by a lack of remorse or guilt, and a tendency to engage in impulsive, reckless, and criminal behaviour.

People who display these traits may engage in a range of negative behaviours at work. For instance, they might intimidate or harass their coworkers, tell lies or deceive people to advance their careers, or take credit for the work of others.

Additionally, they might be more inclined to act unethically or illegally, like embezzlement or discrimination A study published in the journal “Personality and Individual Differences”, suggests that individuals who scored highly on measures of narcissism and psychopathy were more likely to engage in workplace deviance, such as stealing from their employer or abusing company resources Another study, published in the journal “Human Performance”, found that individuals who scored highly on measures of Machiavellianism were more likely to engage in bullying and other forms of workplace aggression

The case of Scott Rothstein

One example of an individual with dark triad traits who engaged in workplace evils is Scott Rothstein, a former American lawyer and politician. Rothstein was known for his charismatic personality and his success as a lawyer. However, it was later revealed that he had been running a massive Ponzi scheme, defrauding investors out of hundreds of millions of dollars. Rothstein's behaviour was characterized by manipulativeness, lack of empathy, and a willingness to engage in criminal behaviour for personal gain, which are all traits associated with the dark triad. His actions ultimately led to the collapse of his law firm and his imprisonment. Although these studies show a connection between the dark triad traits and negative workplace behaviour, they have a complex relationship that could be influenced by a number of variables.

Strategies to deal with People exhibiting Dark Traid

There are several ways to avoid dealing with individuals who exhibit dark triad traits in the workplace Some of these strategies include:

Be aware of potential red flags that could point to dark triad traits in a person: These can include lying or other forms of lies and deception, being manipulative, and lacking empathy

Clearly define your boundaries when interacting with others, especially if you believe they might possess dark triad traits Setting boundaries can involve deciding how much time and effort you are willing to put into the relationship as well as what information and behaviours you are willing to share

Seek support: If you are dealing with someone who exhibits dark triad traits, it might be helpful to get support from others. For example, a dependable friend or family member, a therapist or counsellor, or the human resources department at your place of employment can help.

Remove yourself from the situation: If you are engaging with someone who demonstrates dark triad traits, it may be necessary to remove yourself from the situation.

If the person is a coworker, it may also necessarily involve ending a personal relationship or finding a new job

Due to their lack of empathy, propensity to manipulate others, and potential for impulsive, risky, or criminal behaviour, it is possible that individuals with dark triad personalities are more inclined to engage in workplace evils. It is important to note, however, that not all individuals with dark triad traits necessarily engage in workplace evils, and that other factors, like the individual's environment, upbringing, and personal experiences, can also influence their behaviour. Dark triad personalities may pose a risk for workplace evils, but it may be necessary for organizations to prevent or confront such conduct.

Workplace Evils

PREJUDICE, DISCRIMINATION, STEREOTYPING AND BIASTHE BLIND SPOT

Lately, we have been talking so much about 'Quiet Quitting', 'Moon-lighting', and 'Great-Resignation'. And one would generally connect all of them with employee burnout, work boredom and even a lack of work-life balance But how did we miss, the apex of all concern'Most employees leave their companies because of their managers, peers and teams' What is it that goes so wrong?

We often use the terms, Bias, Discrimination | Stereotyping, and Prejudice interchangeably. Yes, they might stem from each other; for example, discrimination stems from biases or ignorance. When we fear or misunderstand someone who is different from us, we treat them differently. But they are not the same.

Humans have their reflexes on anything and everything And these preconceived notions can be seen in various forms in the workplace

Sometimes you want people who are like you Sometimes, you pre-think that just because a student is from a Tier-I school, he will most likely be better at doing the job than any other candidate

How many times right before an interview have you felt content to see your interviewer's surname? Wow! He comes from my native place! You think this will give you an edge over another candidate Apart from the fact that is a horrible mindset, one cannot deny that it is natural to think this way and natural to most, even if they don't willingly accept it

Indians are known to be hard-working, taskmasters and if they can't do something, they will simply, 'Jugaad' Well, this very fact worked for the best for Indians, with the never-ending list of top CEOs all over, but one cannot neglect the mentality it has created among employers about Indians Give them more work, because they will do it no matter what This shows the subtle existence of blinded prejudices people have for others everywhere.

And then there is office gossip. Somebody behaved in some way with someone else and now all of us have formed an opinion that he is not worth any talk about. This, despite 'that somebody' has been nothing but good to you.

And Halo Effect? Imagine, just because you don't have good communication skills, your boss thinks that you are not good at data analysis. Sensible enough?

'Ingroup Preference Biases' wherein people tend to group themselves into groups and attribute positive attributes to their own group only thereby isolating others.

Discrimination- Starting from age (he's old, and might not be agile or tech-savvy), disability discrimination and sexual orientation are the most prominent. Also, what is with this question where women are asked about their 'marriage plan'? Too personal a decision?

Sayoni Mondal Symbiosis Institute of International Business (SIIB) Pune, HR Management

Bias is “not meaning it.”

It's often unconscious. Prejudice is “meaning it.”

How to solve this problem consciously?

As a boss, manager, or recruiter, in any moment of confusion, ask yourself to catch these phrases in your mind If yes, immediately caution yourself that your blind spot is activated.

"I am not sure I can see myself getting a coffee with him "

"I just feel like this person would really fit in " "He only stayed in his roles for two years each " "I can't just imagine presenting well with that accent in front of the clients "

"I went to the same school, if I fit well here so will she"

"She is too...(direct/aggressive/quiet).."

Take cues. Stop yourself, step back and think through if your rationale behind asking such a question is right.

BRING INCLUSION

Embracing everyone's different traits, while supporting and respecting them all equally.

CREATE A SAFE SPACE

A place where people can express themselves and participate without fear, criticism, or denial of their experiences.

H S t a n d s f o r H u m o r @ T e a m H u m a n i s t B y P r a j y o t i S a n k h e

"That’s an excellent suggestion, Miss Triggs. Perhaps one of the men here would like to make it.”

DEI- THIS TIME, FOR REAL

In our job-seeking experiences, we have often seen organisations affirm their commitment to diversity as a core value While this acknowledgement itself is a great leap from the era of a blatantly monolithic workforce, much of it is also mere lip service and tokenism How long before we can go beyond marketing gimmicks of showing smiling employees of colour and putting up public displays of rainbow flags?

Today Diversity, Equity and Inclusion (DEI) is a common phrase in business circles but it has undergone a long process of evolution This idea gained currency during the Civil Rights Movement in the United States in the 1960s. In the Indian context, Article 16 ensures that the state takes adequate measures to provide equal opportunities in matters of employment and makes special provisions for sections of the society who have suffered historical injustice. After the LPG reforms of the 1990s, western models of diversity and inclusion were introduced into the private sector.

Today, it has almost become fashionable to talk about DEI like it’s a trending Netflix series. However, statistics by NASDAQ show that 55% have experienced discrimination at their company, on various grounds. Only 15% of the Indian urban workforce is women. So what actually happens behind those inviting ad campaigns and promising job descriptions?

DEI is easier said than done. It is a Herculean task to create a welcoming environment for people not belonging to the dominant class, who occupy all the top decision-making positions. Management and accommodation of different interests can direct energy away from the task at hand. However, the benefits far outweigh the challenges. The benefits of DEI have been proven statistically.

From a commercial point of view, a BCG study has suggested that companies with higher diversity report 19% higher revenues Different approaches to problemsolving can only come from people with different backgrounds According to Taylor Cox Jr , diverse employees mean higher business by means of successful marketing to different types of customers

Even otherwise, social justice is every organisation’s responsibility and they can contribute to it by involving lesser-represented communities in their workforce It is well known that COVID-19 has worsened the already uneven situation. The 2022 edition of Oxfam’s India Discrimination Report has highlighted increased discrimination against members of Scheduled Caste and Scheduled Tribe communities, religious minorities and women. Here, DEI can help us deal with the rapidly changing work environment.

Anushka Dasgupta Indira Gandhi National Open University (IGNOU) Delhi

Whom to Leave Behind?

Instructions: The twelve persons listed below have been selected as passengers on a spaceship for a flight to another planet because tomorrow the planet Earth is doomed for destruction. Due to changes in space limitations, it has now been determined that only eight people may go. Any eight qualify.

Your task is to select the Eight (8) passengers who will make the trip. On your own, take approximately 5 minutes and rank the order of the passengers from one to twelve based on those whom you feel are most deserving to make the trip with one being most deserving and twelve being least deserving. Next, the entire group will come together and decide as a group the eight (8) passengers who will make the trip.

PLEASE NOTE: When you make your decision as a group EVERYONE must agree on the final eight passengers and come to a consensus You are NOT allowed to vote or take a 'majority rules’ decision

Original passenger list:

An accountant with a substance abuse problem

A militant African-American medical student

A 33-year-old female Native American manager who does not speak English

The accountant’s pregnant wife

A famous novelist with a physical disability

A 21-year old, female, Muslim international student

A Hispanic clergyman who is against homosexuality

A female movie star who was recently the victim of a sexual assault

A racist armed police officer who has been accused of using excessive force

A homosexual male, a professional athlete

An Asian, orphaned 12-year-old boy

60-year old Jewish university administrator

@TeamHumanist

By Siddhartha Sachar

TOP HR TRENDS FOR 2023

The world of employment will alter in 2023. Although some tendencies have been developing for some time, more recent events have accelerated them.

An emphasis on overall welfare

According to Oracle, 2020 was the most stressful year Some 78% say the coronavirus pandemic has had a significant impact on their mental health; 40% believe they are making poor judgments; and 90% believe that the increased stress from their jobs has an impact on their personal lives Next, we anticipate HR to adopt a more proactive stance toward resilience and well-being This entails creating a more all-encompassing strategy for employee welfare that prioritizes their mental, physical, and financial health.

Defining new approaches to remote and hybrid work

Throughout the pandemic, work has changed. The pandemic has accelerated digital transformation in firms by three to four years, according to McKinsey. HR professionals will educate themselves and management about combating proximity bias, an ingrained propensity to favour local employees over distant workers Establishing objective performance indicators, promotion standards, and pay raise standards will be their main focus

Planning and use of the workplace will be impacted by clear working policies. Better-designed offices, adaptable areas to prevent potential home loneliness and workspace allowances to update home amenities will result from this.

When it comes to facilitating improved outcomes with remote working, HR has a key role to play, and we anticipate seeing a lot more of this in 2023

Creating purpose-driven organizations

The relevance of purpose in today's enterprises is one of the basic transformations we've witnessed over the last few years. This is the outcome of four motivating factors:

COVID- 71% of employees in India acknowledge that the pandemic has significantly changed their priorities

Automation- As the first tasks to be automated are those that are mundane and repetitive, 81% of workers feel that this will result in more meaningful employment.

Changes in the population- While Gen Z and Millennials place greater emphasis on values and purpose than their older counterparts do, retired people may choose to work longer if the employment is meaningful to them.

Psychological contract shifting- Changed work expectations are demonstrated by the anti-work movement in the US, quiet resigning, and the lying flat movement in China

TOP HR TRENDS FOR 2023

Including employees at all stages of their careers

DEIB (diversity, equity, inclusion, and belonging) has gained increased recognition. The DEI projects of every Fortune 100 company are described on their websites, and 49% of them have a designated DEI initiatives leader. Organizational leadership remains far too frequently White and male, despite the greater exposure and attention given to DEIB.

Currently, recruiting is where most diversity initiatives are concentrated. What programs can we put in place to encourage DEIB across the employee life cycle? There are many chances to build more welcoming workplaces where employees feel like they belong when it comes to onboarding, growth, promotion, and other people's practices.

Redesigning workplace education

Lack of career development and progress is the main cause of leaving a job amid the Great Resignation and the Great Reshuffle, according to a McKinsey analysis. Additionally, only 40% of employees feel their firm is upskilling, even though 87% of organizations are aware of or will experience a skills gap in the upcoming years.

One of the most important ways for HR to impact their organization is by bridging the skill gap. But to do this properly, initiative and a creative reinterpretation of traditional teaching methods are needed. The usual training approaches need to be reinvented to incorporate learning things inside the flow of work. More microlearning, micro mentoring, performance coaching, and learning while working will be seen.

We anticipate that HR will make investments in more individualized workplace learning that is related to what employees are interested in learning and the learning styles they like as part of this trend HR will be able to guarantee that workers are engaged in appropriate learning in this way To accomplish this, HR will need to update several outdated learning habits and replace them with more modern strategies

By Khushali Asher @TeamHumanist

Committee Crossovers

Mr Hemant Sachwani Member - Finstreet Batch: 2021-2023

Forging a partnership for the future of Revenue

Finance and human resources are two separate business divisions in many corporations. By keeping expenses and revenues in check, finance supports organisational goals by allocating resources. HR engages, recruits, and inspires employees to further these same objectives. The costliest component of HR is frequently this aspect for any company. Although they are two distinct functions, teamwork between HR and finance is crucial inside an organisation. It will be impossible for those particular entities to completely support organisational goals without that.

Several factors need to be taken into account for an HR and finance relationship to succeed:

What is the purpose of the organisation, and how do these two departments fit into it?

Do the various departments comprehend one another's roles?

What overlap (in duties, personnel, resources) exists between the two, and how can it be best capitalised upon?

Knowing the Purpose of the Organization

Find out exactly how the group generates revenue as a place to start. It's critical for HR professionals in particular to comprehend how money is distributed within a firm. Knowing this can help both departments better grasp their roles in the organization's revenue-generating strategy. It is possible to create relationships across silos that are more productive as a result of that understanding.

What therefore must each function accomplish in order to provide the answers to these queries? How can team members collaborate to build a successful HR and finance partnership? Stepping beyond each department's typical roles and aggressively involving the other business partner will take a consistent effort.

Recognizing the Overlap

Even though the two roles are distinct, they do overlap Making an HR and finance collaboration successful may require understanding the locations where it takes place. For instance, while HR sees hiring as an investment, finance perceives it as an expense. The similarity is that a poor hire wastes a company's time, effort, and resources Organizations can make better decisions by developing workforce analytics that can be used to forecast how important workplace performance indicators may affect specific outcomes (such as increased or decreased attrition).

Identifying top performers, assessing turnover risk, predicting human capital, and developing shared resources between HR and finance are further areas where an HR and finance partnership may be used to gain stronger workforce insights.

Collaboration between HR and Finance: A Win-Win

For a corporation, removing the barriers between the finance and human resources departments can be very advantageous. An HR and finance partnership can be genuinely effective when there is a knowledge of t l

e 22

FIND THE TERM

The process by which we assign causes to behaviours and events. It is of 2 types: External and Internal. Both are potential biases as we assign these on the basis of our perception of the individual

T I

A normative ethical theory that judges the morality of a decision or action on the basis of whether or not it has followed the rules It argues that we have a duty to act in accordance with the rules It is associated with the writings of Immanuel Kant. For Kant, it is the motives of the person that determine morality, whereby acting from duty is a moral act.

A process of change that assumes change is continuous and unpredictable, requiring an organization to constantly monitor and align itself with its environment. III

The methods of production, first practised by Henry Ford, that underpin modern industrial practices, enabling standardized, low-cost mass production It is associated with the assembly line, in which technology and unskilled workers engaging in discrete and simple tasks are employed to produce the outputs

A type of group decision-making dysfunction that occurs when members of the group seek consensus at the expense of critically evaluating their decisions

A theory of motivation that argues that we utilize comparisons to decide what behaviours to sustain and what to cease by seeking to reduce any inequity between ourselves and our comparator.

T M R G F M K R Q

By Vrinda Devra

rewsnA yeK 2 YGOLOTNOED 1 NOITUBIRTTA 4 MSIDROF 3 TNEGREME EGNAHC 6 YTIUQE YROEHT 5 KNIHTPUORG

@TeamHumanist

GUESS WHO?

She is a British- Indian Executive who is the Global CEO of Chanel She previously served as the Chief Human Resource Officer of Unilever and member of the Unilever Leadership Executive Under her leadership, Unilever has been named the number one FMCG Graduate Employer of Choice in 54 countries. Who is she?

Jumbled Word: EELAN RAIN

He is the Executive Chairman and Co-Founder of Humu, a company that nudges people towards better work habits. From 2006 to 2016, he was Senior Vice President of People Operations and a member of Google’s management team. During his tenure, Google was recognized over 150 times as an exceptional employer.

Jumbled Word: AZSOLL COBK

She is an award-winning Global HR Leader and Leadership Coach. She has been credited with being the HR architect of HDFC Bank.

She has successfully mentored and coached High Performing teams and Senior Business Leaders across industries and countries. She moved back to Mumbai from Paris, France in 2019. She has been conferred many awards.

He is the Chief Human Resources Officer at Wipro and a member of the Management Team He leads all of Wipro’s HR functions, including talent acquisition, talent engagement, and learning and development programs

He has been an HR practitioner for over two decades and has worked with organizations like ITC and GE.

Jumbled Word: AAURBSH IOLGO

Jumbled Word: EENPDMA ITARAM rewsnA

yeK

ANEEL RIAN 1 .3 PEEDNAM ARTIAM 2 OLZSAL KCOB .4 HBARUAS LIVOG

@TeamHumanist By Vrinda Devra

MATCH THE BIAS

Confirmation Bias

The tendency to search for or be partial to information that confirms or aligns with these pre-existing beliefs and principles.

Affinity Bias

A person’s predisposition to gravitate toward those with whom they share a connection. This type of bias leads people to push away or block out those who are different.

Attribution Bias

This type of bias is the predisposition to attribute an individual’s successes or failures to personal shortcomings instead of factors outside their control

1 2 3 4

Gender

Bias

Refers to unequal treatment of individuals based on their gender. Typically this stems from an unconscious bias and inaccurate connection between a person’s ability and traditional views of their gender

A B C D

Workplace Scenario

Believing that someone is a ‘good fit’ for your team because you are both 32 and from IITs.

Workplace Scenario

When a new peer gives you advice on a difficult task you tend to ignore it but you apply the same advice when it comes from a senior leader

Workplace Scenario

For a factory worker position, you do not want to hire a woman worker because she might not be able to handle the tough job

Workplace Scenario

You give a poor rating to a colleague in your team because she is mostly late in her tasks, ignoring the fact she is a single parent.

1 - B

rewsnA yeK

@TeamHumanist

By Siddhartha Sachar

2 - A 3 - D 4 - C

SPONSORSHIP FEATURE

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Address: Rd Number 12, Chembur West, Tilak Nagar, Kurla, Mumbai, Maharashtra 400089

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t a n

said I ll start at minimum wage and make double of that in two years!

So, I'll be back in two years.”

The Diversity Push

Diversity, Equity and Inclusion are the name of the game these days, and rightly so. Companies are putting their best foot forward in hiring employees from different backgrounds, sexual orientations, genders, people with disabilities, etc. It is a beautiful movement where the workplace practices of organisations are being overhauled to help everyone fit in. With the world attempting to shift on its axis and integrate people from different walks of life into its folds, one can only expect that there would be a couple of obstacles along the way.

Very often, companies must meet their goal of implementing equity and inclusion within the workspace. This is due to genuine ignorance, nevertheless, it brings down the attempt to be an accepting space for people who seem ‘different’. With DEI being a relatively new concept, these missteps can be forgiven as companies are still walking around in the dark trying to find the right balance in the changing environment of the workspace Most organisations are still trying to catch up with this fast-paced world

Several issues arise when we talk about DEI; tokenism is a huge aspect in this regard When implementing diversity or equity, many organisations fail to understand that, more often than not, you will be labeled as a ‘diversity hire ’

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Gayle Pereira MBA, 2022-24

The most relevant example to this scenario is organisations bringing in the 50:50 diversity ratio. With women being hired in swarms, their worth, intellect and qualifications are devalued due to the impression of being a diverse hire. In such scenarios, I think it's best that the human resource departments in companies bring in the change without setting targets such as “ We aim to be a 50:50 gender ratio company by 2030”.

Setting these deadlines and goals only serves to overthrow the validity of any hire the company makes.

Another issue that often arises is the need for more strategy after bringing diversity. Training your current and new employees in workplace sensitivity and behaviour is of enormous importance, without which we would lose the inclusivity aspect entirely. This stage has been the downfall of many organisations. One has to be committed to working towards changing the workplace's environment and mindset, which is a challenging feat.

Overall, the world has a long way to go in being a safe space for all. We are progressing in leaps and strides and have made massive improvements in the last few years This is a good sign and shows great promise for the future that is yet to come On an ending note, “Be you, Be true ”

The Subtlety of Stereotypes

“We must reject not only the stereotypes that others have of us but also those that we have of ourselves.”Shirley Chisholm

Ever heard phrases like

"Software developers are bad at socializing."

"HR is only for women.",

"Women are bad drivers."

“Asians are good at Math."

“An arts degree is useless."

“Wearing Glasses = Smart!"

Well, if yes, then you have first-hand witnessed the effects of stereotyping and unconscious bias common in human behaviour. Although many may not find these statements to be offensive, they can be hurtful to the people they are being addressed to, even if the person speaking has no ill intent. There is a subtle way these biases take root in our minds and constantly hinder the judgements and decisions we make about people. And sometimes, these decisions can have a far-reaching impact

“We shouldn’t judge people through the prism of our own stereotypes ” - Queen Rania of Jordan

There is no denying that men and women differ in certain ways The question is, though, how much of these differences actually reflect who men and women are, and how much of them are the result of the ‘stereotype lens’ we use to see men and women I posit that we misinterpret differences more than similarities

Ritu Kotnis And Krishna Chaturvedi MBA, 2022-24

When it comes to stereotyping, I don't believe that those who partake in such behaviour are inherently evil. What they are doing could be evil. It is important for us to differentiate between the two and only then can we take steps to reduce workplace evils. Considering historical facts, many stereotypes have actually come out of higher classes and castes, educated communities, developed countries, and developed nations. However, stereotyping by the educated poses a more serious issue because it is frequently passed off as valid or, as something having a patina of educated authority. Some might argue that stereotypes are a result of the natural evolution of our brains – forming quick patterns that helped us survive in the wilderness. But, in the modern, hyperconnected and diverse world, irrational stereotyping presents a serious problem Therefore, if you first address the issue rather than the individual, it will have a long-term effect

The Mental Mechanism behind Stereotyping

To understand stereotypes, we must pay attention to their triangular nature Stereotypes go hand in hand with prejudice, and prejudice goes hand in hand with discrimination, reinforcing stereotypes A stereotype is an assignment of an attribute to a group. For example, “Salespeople only care about themselves". Bias determines whether an attribute is desirable or undesirable, and discrimination acts on that bias. Therefore, unless we consciously look at long-held stereotypes as individuals, organizations continue to discriminate, consciously or unconsciously.

“So, are we in a rut? Are stereotypes our masters? Do we have no choice but to follow them since they are so pervasive, cunning, and powerful?

No. Not in any way. There are a lot of things that we can do – connect, think, understand, and empathize. Get to know other people who look different from you. Stop making hasty judgments about others. Think about what you have in common with others. Develop empathy for others. Try walking in their shoes. Find out about different cultures and groups.

Stereotyping is common because, despite our best efforts to be open-minded, we all harbour unconscious prejudices. But imagine being assessed and given a tag or label before you've had a chance to tell your story. Imagine being denied your uniqueness, creativity, and individuality because your characteristics "meet the stereotype's standards."

It is important that we recognise how deleterious these practices are because stereotypes are frequently used by society to justify targeted discrimination. In this time of increasing social inclusion, we need to do a better job of preserving kindness within the society

Last but not least, stop letting your stereotype define you. Look at your surroundings with your own eyes. Form judgements based on your personal experience. Use your own pencil to write your identity and live your life as you see fit.

PwD Inclusion Matters

Siddhartha Sachar MBA- A, 2021-23

Disability inclusion at work involves more than just employing disabled persons. An inclusive workplace acknowledges the strengths of each individual. It provides employees with disabilities, whether physical or mental, with an equal opportunity to succeed, learn, receive fair compensation, and develop in their careers. The key to true inclusion is accepting differences.

Between FY18 and FY21, there were 30-32 individuals with impairments per 10,000 employees. For FY22, this number dropped to 29, which is the lowest level in five years. The analysis is based on data gathered over three years from the top 100 corporations in the nation. Nearly 64% of disabled people in India do not have work, and more men than women hold jobs, according to a Ministry of Statistics survey on disabled people.

Businesses that aren't aggressive about including people with disabilities are missing out on talented workers Candidates are likely to go elsewhere if they encounter obstacles during the application and interview processes or if they get the impression that the company needs to be more inclusive

Strong disability inclusion strategies at businesses improve access to talent and employee retention They invest heavily in the equipment they require to support the growth of their employees

Diversify your talent pool

Unearthinsight, a market intelligence company, claims that with the correct regulations and strategic changes, employment possibilities for individuals with disabilities can be improved, with about half of them having the ability to work in India.

In India, there are over 3 crore people with disabilities (PwD), of which about 1.3 crore are employable. However, only 34 lakh of them have found employment in the organised sector, the unorganised sector, government-led programmes, or as independent contractors.

Strengthen your workforce

Disability inclusion will strengthen your workforce:

The inclusion of people with disabilities is essential for staff support.

Workplaces that value diversity and inclusion are in high demand.

Inclusion boosts morale and enables all workers to deliver their best efforts.

You require a robust programme for disability inclusion if you want to support your staff. Your workforce won't succeed if people with disabilities aren't included. The culture of the workplace can be improved by creating an inclusive environment. It conveys a crucial statement about the principles of your business. Employees are more inclined to respect leaders when they sense they fully own the initiative to create a more inclusive workplace. Additionally, they're more inclined to be loyal to the company.

Non-disabled people are also supported by inclusive practices All employees benefit from inclusion by working in a more tolerant and encouraging environment Employers who have robust disability inclusion initiatives should anticipate greater employee engagement

1. Create safe spaces

Employee resource groups, or ERGs, are groups that are employee-led and support and empower people from backgrounds that are underrepresented. These groups at work promote a feeling of inclusion and belonging.

2 Examine your materials

Spend some time giving your content, website, and marketing materials a second look Even if you believe the message is clear, be on the alert for language that could exclude certain groups of individuals Remarks like "physically challenged," "differently abled," or "special needs" should not be used to describe people with impairments Never refer to persons without disabilities as "normal "

3 Hire a specialist

You don't have to be an expert on every aspect of inclusion and disability All you need to be is open to learning Don't be afraid to use a specialist who is knowledgeable about the regulations and accommodations that you might not be aware of Additionally, they can offer information about practical, accessible solutions like captioning, braille, or sign language interpretation

4 Connect with your Employees

You'll eventually need to speak with your team directly to find out what they require People will appreciate your consideration for them, but it is disrespectful to make decisions without consulting them. You could become frustrated as you implement well-intended modifications that nobody actually needs. You must consider those with disabilities while making decisions.

A few examples are neurodiversity, immigration status, physical and cognitive abilities, educational and economic background, and immigration status. Recognize that these people don't merely "tick a box." They all add different perspectives, complexity, and nuance to their jobs as well as to the business overall.

6. Be truthful

Disability inclusion is not a conversation where one person has all the answers, as cannot be emphasised enough. It's an adventure. Businesses must demonstrate that their efforts to foster an inclusive atmosphere are an ongoing priority, not a project, and leaders must do the same.

Success Stories

Through its "Skills to Succeed" project, Accenture has begun employing PWDs in India with the goal of providing 500,000 people with the necessary job-related skills by 2020 People with disabilities (PWDs) are increasingly being hired by Wipro, one of India's top IT firms, which has also developed flexible work schedules and work-from-home options to better meet the demands of PWD employees

The biggest coffee chain in India, Café Coffee Day, has recently made headlines for its recruiting drive of persons with disabilities Since they make coffee behind the counter, the business has dubbed them "Silent Brewmasters " These new hires are special because they can all brew coffee to perfection because of their enhanced senses of smell and vision.

Since 2007, Lemon Tree has hired individuals with a wide range of disabilities and created a fully inclusive workplace. The results are amazing. The hotel chain now hires members of all marginalised groups in Indian society, such as transgender persons, people with physical or intellectual disabilities, widows shunned by their communities, and victims of acid attacks. In actuality, 20% of the company's workers are from underrepresented groups.

5. Encourage diversity on all levels.

Diversity goes beyond simply employing people who fit the stereotype. Companies must go beyond the obvious to have a truly diverse workplace. There are numerous varieties of diversity.

People want to be welcomed, not just tolerated. Organisation surroundings should demonstrate compassion, openness, and celebration of everyone's diversity, both visible and hidden.

Build a more inclusive workplace

Going Beyond Tokenism

If you don’t keep up with the change, you will be left behind

– Bradley Walsh

All organizations have learned that they need to be change drivers in a developing country like India. Some readily took up the responsibility, while others learned the hard way.

With increasing emphasis on Diversity, Equity, and Inclusion, in organizations, while recruiting, it has become important for them to keep in mind the need to onboard people from diverse backgrounds to uphold an inclusive brand image.

The majority of top companies have achieved good workforce diversity but a major question that remains to be asked is whether their responsibility is only until the recruitment of these people. What happens after that? Who is responsible to ensure they are not discriminated against or left aloof? Who is accountable for building the spirit of inclusion in an organization, which rather than just satisfying its bubble reputation, works towards making room for its employees to feel a sense of belonging?

Niki Dhameja MBA 2022-24

This is the point when one needs to think about going beyond tokenism.

Tokenism is the act of doing something in order to show that a company is including people from minority or marginalized groups, but without sincerity and without showing an intent to increase diversity and promote inclusivity i.e trying to give the appearance that people are being treated fairly, while they may not actually be.

According to Outlook India, only 4% of the transgender population is employed in the private sector, and out of all these organizations, only 12 to 13% of them have allgender toilets. In the rest of the organizations, they generally use the male washrooms that at times makes them feel embarrassed or a topic of discussion amongst the others.

In an interview published in the India Times, Nyra D’souza, a transgender woman told, "I never took a bathroom break when she worked at a Mumbai outsourcing firm – uncomfortable in the men’s washroom and not allowed in the women’s facility "

Solidarity Foundation, a Bangalore-based rights group that works with sexual minorities, had placed 15 transgender people over the last year Shubha Chacko, executive director of Solidarity Foundation says, “Companies are becoming more open and talking about these issues, but integration is still not part of their DNA”

While we have taken the first step of opening up, talking about, and trying to accept diverse people there is still much to be done We need to steadily work our way towards the next step of trying to incorporate these people into the organization, making them feel equal and not discriminating against them on any basis India is one of the most populous countries in the world It takes a significant amount of time to accept any kind of change fully As such leaders must take up the responsibility to pave the way and make way for others to follow them

One critical step in combating tokenism and encouraging diversity, equity, and inclusion is to ensure that employees are not expected to be the sole representative of their entire group.

What is needed is to move beyond token gestures and establish concrete frameworks for increasing diversity and inclusion and reprimanding behaviours and practices that undermine these efforts. True inclusion,

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equity and diversity will not be realized until we eliminate tokenism from representation.

People, in addition to management, must take responsibility to avoid tokenism. Those of us who are new to certain areas must take advantage of every opportunity to build relationships.

It's critical to join organizations that will empower you outside of your job so you can show up and perform as expected at work."

"Tokenism doesn't change stereotypes of social systems but works to preserve them since it dulls the revolutionary impulse" - Mary Daly

Let us welcome these changes wholeheartedly by developing a new mindset and being accepting of everyone. Let us try to unlearn the fact that we are all not the same and need not be so and enliven the fact that we are all unique in our way but still equal. Let's take a pledge to "Go beyond Tokenism"

H S t a n d s f o r H u m o r @ T e a m H u m a n i s t B y P r a j y o t i S a n k h e

"Before we hire you, Madam Sousatzka will tell us your chances of ever getting sick."

Biases At The Workplace

Cognitive biases are almost second nature to us, regardless of our education or exposure Our biases are heuristics that we rely on to make sense of the world In the absence of complete information and during times requiring quick decision-making, our instincts are what we rely on

These inherent biases that we hold, however, can be detrimental to all stakeholders For example, due to preferences in the recruiting process, the employer may lose out on an excellent prospect while an outstanding candidate is passed over. A 2020 survey conducted by employer rating platform JobBuzz, notes that 33 per cent of Indians faced age-related bias at the workplace, followed by 17 per cent because of physical appearance and 15 per cent based on their religion or culture.

Let's explore some of the common biases that we regularly encounter at the workplace with a small guide to help you deal with them better:

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Sriya Joshi MBA, 2022-24

Beauty pays!

Beauty bias is known as favouring those who are viewed as more attractive than others. In jobs that involve interacting with customers, like sales, hospitality, banking, etc , this is particularly more obvious

According to Maestripieri D, Henry A, and Nickels N (2017), “Physically attractive individuals are more likely to be interviewed for jobs and hired, they are more likely to advance rapidly in their careers through frequent promotions, and they earn higher wages than unattractive individuals” In the Indian context, this can manifest as colourism, sizeism, and judgment based on clothing preferences

What's in a name?

It turns out quite a lot.

Name bias is a form of discrimination characterized by a negative evaluation or preference for a person's name. The name of an applicant influences the hiring process through either conscious or unconscious stereotyping.

Full Disclaimer: I use "name bias" as an umbrella term to refer to the religious, regional, and caste bias pervasive in Indian society and which extends to our workplaces. The prejudice against religion and caste is among the oldest and most blatant.

n guess a person's religion, caste, and the state elong to based on their names and make tions based on stereotypes we associate with oup. To put this to the test, let me ask you the g questions:

areer path is a Gujarati most likely to follow? you hire a North Indian or a South Indian for a nalytical role? What about a more peopled role? While your recent enlightenment on pes makes you say, "It depends on their ation or skills," there is a particular answer that pring to your mind.

"Bias, like beauty, is often in the eye of the beholder. "

– Tom Brokaw

Women belong in the kitchen!

Gender bias is a bias that causes you to favor one gender over another. How often have you heard phrases that begin with "It is a man's job to..." or "Women can't be or do..."? According to the Pew Research Center, although Indians appear to have an egalitarian view of women's status in society, they usually agree that men should have greater rights to a job than women when there are few employment opportunities available (80%).

So, how can a company deal with the problem of unconscious biases, you ask? Here are a few tips that can help:

Tip #1: Awareness is key

Recognizing and accepting our biases is the first step in our rewiring process. By taking a test, such as Harvard's well-known Implicit Association Test, find out which of your perceptions are likely to be influenced by unconscious biases.

Tip #2: Evaluate your company's bias risk

Conduct an internal analysis of the touch points across the employment lifecycle to identify where employees may be more susceptible to prejudice from their peers

Tip #3: Train staff to recognize and fight bias

Training programs help coordinate corporate initiatives to foster an inclusive workplace while enabling individuals to lessen bias in their regular job For example, AV Birla Group runs sensitization programs for its employees

Tip #4: Recondition your hiring process

You should make significant adjustments to ensure that unconscious biases don't negatively affect hiring decisions. These include reworking job descriptions to be more inclusive, incorporating Artificial Intelligence in the hiring process, and standardizing the interview process.

Tip #5: Set goals for Diversity, Equity, and Inclusion

Unconscious bias affects everyone, but many coworkers are more susceptible to mistreatment when those biases manifest in discriminatory behaviour. Therefore, it becomes crucial that we set attainable goals and implement them to ensure that diversity, equity, and inclusion are genuinely part of the organization's culture rather than just being flowery terms on the company's homepage

While no person is free of biases, the responsibility to better ourselves for the sake of creating a more inclusive and equitable workplace falls on each one of us The first step in our rehabilitation journey is to identify and acknowledge the biases within us and to actively seek ways to deal with them in a healthier way

HReview

Jahanvi Dhingra MBA- 4, 2022-24

LOVE 'EM OR LOSE 'EM: GETTING GOOD PEOPLE TO STAY

AUTHOR: BEVERLY KAYE & SHARON-JORDAN EVANS

PUBLISHED: 6 JANUARY 2014

Love em or lose em' by Beverly Kaye and Sharon-Jordan Evans is part fiction, and a one-stop guide to breaking the myths associated with employee relationship management and speaks volumes on modern retention techniques in simple and crisp language

The book follows through with the narration of AJ, an employee at a tech-based firm who has suddenly decided to resign despite being one of the top performers The catch is that his decision has not been a wake-up in the middle of the night epiphany but a pile-up of ‘n’ number of concerns that the firm at large and his manager failed to recognize as a part of their HRM responsibilities

It advises of various initiatives that managers today can and must take up to imbibe employee retention; many of them centering around effective communication with the employee around his job expectations, satisfaction, career management, and valid concerns if any

It microscopes on the direct reporting managers and how they can play a vital role in engaging the employees with the organization Mainly, keeping them in the loop regarding their job attitude, performance, grievances, and issues that can be addressed at the root level to prevent future damage To quote an excerpt from the novel that lays down a concise guide for managers, explaining how they can buck up their employee retention;

"Five steps you can take routinely will build your talent pipeline and support your employees’ search for a good career fit:

Step 1: Know their talents.

Step 2: Offer your perspective.

Step 3: Discuss trends.

Step 4: Discover multiple options.

Step 5: Co-design an action plan."

As evident, the authors are aware of the various writing styles that need to be adopted in a piece of such nature, and how certain important content must be given the necessary attention.

If anything needed to be better, it could be the addition of the authors' personal experience with the matter. Their stories would make the advocated theories more concrete to the reader and develop a sense of trust, as they preach in the course of the book while discussing employee-employer top-down feedback and appraisal.

CONTACT DETAILS Humanist - Official HR Committee K J Somaiya Institute of Management Vidyanagar, Vidyavihar (E) Mumbai - 400077 Email ID: humanist.simsr@somaiya.edu FOLLOW US FOR MORE STAY TUNED FOR THE NEXT EDITION @humanist.simsr @Humanist -TheHRCommittee @Humanistsimsr

Humanistiq Issue 5 | January'23 - Workplace Evils

UMANISTIQ

ABOUT HUMANIST

OUR VISION

OUR MISSION

EDITOR'S NOTE

Dear Readers,

Through the lens of Industry Experts

hrough the lens of Industry Experts

Talks with Puja Mitra he/Her)

Does Dark Triad Personality Fuel Workplace Devils?

See no Evil, Hear no Evil, Say no Evil, Tweet no Evil

What precisely is the dark triad then?

The case of Scott Rothstein

Strategies to deal with People exhibiting Dark Traid

Workplace Evils

PREJUDICE, DISCRIMINATION, STEREOTYPING AND BIASTHE BLIND SPOT

How to solve this problem consciously?

BRING INCLUSION

CREATE A SAFE SPACE

DEI- THIS TIME, FOR REAL

Whom to Leave Behind?

TOP HR TRENDS FOR 2023

An emphasis on overall welfare

Defining new approaches to remote and hybrid work

Creating purpose-driven organizations

TOP HR TRENDS FOR 2023

Including employees at all stages of their careers

Redesigning workplace education

Committee Crossovers

Forging a partnership for the future of Revenue

Knowing the Purpose of the Organization

Recognizing the Overlap

Collaboration between HR and Finance: A Win-Win

FIND THE TERM

GUESS WHO?

MATCH THE BIAS

Confirmation Bias

Affinity Bias

Attribution Bias

Gender

Bias

Workplace Scenario

Workplace Scenario

Workplace Scenario

Workplace Scenario

@TeamHumanist

SPONSORSHIP FEATURE

The Diversity Push

|

The Subtlety of Stereotypes

The Mental Mechanism behind Stereotyping

PwD Inclusion Matters

Diversify your talent pool

Strengthen your workforce

6. Be truthful

Success Stories

5. Encourage diversity on all levels.

Going Beyond Tokenism

Biases At The Workplace

|

Beauty pays!

What's in a name?

HReview

LOVE 'EM OR LOSE 'EM: GETTING GOOD PEOPLE TO STAY

Articles inside

HReview

|

Biases At The Workplace

Going Beyond Tokenism

PwD Inclusion Matters

The Subtlety of Stereotypes

|

The Diversity Push

SPONSORSHIP FEATURE

MATCH THE BIAS

GUESS WHO?

FIND THE TERM

Forging a partnership for the future of Revenue

TOP HR TRENDS FOR 2023