DIVERSITY AND INCLUSION

GROUP 8

Management of Human Resources

 CONCEPTUAL
•T o p i c : W o r k f o r c e D i v e r s i t y M a n a g e m e n t a n d I n c l u s i o n i n
M u l ti n a ti o n a l C o r p o r a ti o n s

•S i g n i fi c a n c e : D i v e r s i t y m a n a g e m e n t f o s t e r s a n i n c l u s i v e
workplace climate leading to improved work outcomes

•R e s e a r c h g a p : I n t e g r a ti o n o f d i v e r s i t y m a n a g e m e n t a n d
inclusion, lack of methodological guidelines

•P u r p o s e : P r o v i d e a c o n c e p t u a l f r a m e w o r k , p r o p o s e a n
insider research design, present a research methodology
f o c u s e d o n e m p l o y e e s ' p e r c e p ti o n s

https://www.researchgate.net/publication/
333562097 2
• Conceptual framework:
• Diversity management:
• Surface-level and deep-level diversity
• Potential benefits in recruiting top talent, improving customer relations, fostering innovation, and generating a positive image in the community
• Inclusion:
• Definition: Individual's sense of being part of the organizational system in formal and informal processes
• Areas of inclusion within organizations: management leadership, education and training, performance and accountability, work-life balance,
career development and planning
• Peculiarity and challenges of diversity management in MNCs:
• Differences in diversity management approaches across countries and cultures
• Impact of localization strategies on diversity practices and organizational culture
• Insider research methodology:
• Characteristics and advantages of insider research:
• Familiarity with the site and ready access to data
• Potential for reflexivity and making significant contributions to work practices
• Consultancy assignment:
• Designing a survey to assess workforce perceptions of diversity management and inclusion
• Research design and framework:
• Combination of quantitative and qualitative methods
• Data collection process, including anonymity and confidentiality
• Analysis of data to provide insights and recommendations

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 TITLE OF RESEARCH PAPER- DIVERSITY IN INDIA:
ADDRESSING CASTE, DISABILITY AND GENDER
A u t h o r s ­- R a n a H a q , A l a i n K l a r s f e l d , A n g e l a
K o r n a u , F a i t h Wa m b u r a N g u n j i r i

•Link- https://www.emerald.com/insight/publication/issn/2040-7149/vol/39/iss/6

•Purpose: To present perspectives on equality, diversity, and inclusion (EDI) in

the Indian.

•Design/Approach: The special issue includes six articles on current EDI issues in
India. The research paper focus on diversity challenges and policies related to
caste, disabilities, regional exposure along with gender diversity and inclusion.

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 O B S E RVAT I O N S F R O M R E A D I N G

1. "Caste at work: study of factors influencing attitudes towards Affirmative Action in India" - Beneficiaries of AAPs seen as less competent, positive
evaluations not improving perceptions. Advantaged castes show low support for AAP, and caste identity negatively impacts backing. Institutional
casteism awareness correlates with support among advantaged castes.
2. "When affirmative action is not enough: challenges in career development of persons with disability" - Despite a mandatory reservation quota,
PWDs experience unequal treatment and lack recognition. Factors like education accommodations and social support contribute to their
successful careers.
3. "Is diversity debate farfetched? Psychological contract expectations, performance, and intention to stay" - Gender, disability, and regional
exposure impact psychological contracts, job performance, and intention to stay among Gen Y employees. Regional diversity moderates
relationships between expectations and outcomes.
4. "Rationales of Gender Diversity Management Policies and Practices in India" - Institutional influences drive gender diversity management
practices in Indian companies. Organizational size, external influences, and flexibility affect adoption. Weak regulatory infrastructure and high
power distance hinder employee influence and regulatory impact.
5. "Rationalizing Gender Inequality at Scientific Research Organizations" - Male-dominated research organizations reproduce gender inequality.
Interviewees attribute disparities to women's choices and societal norms. Male dominance and public-private dichotomy reinforce discrimination.
6. "Tokenism or Realism? Gender Inclusion in Corporate Boards" - Women's appointment as independent directors depends on human and social
capital and connections to firm owners. Patriarchal norms hinder gender equality despite legislation. Further research recommended to prepare
women for board roles.

5
 CONCLUSION FROM READING

 India's approach to EDI differs from Western countries

due to formal affirmative action and lack of formal
inclusion of women and religion-based reservations.
 Culture-sensitive frameworks needed to address
diversity challenges in India.
 More attention should be given to religious and
economic diversity in diversity management and
workplaces.
 The special issue highlights the need for increased
awareness and male involvement in addressing gender
inequality.
 Further research is needed to understand appointment
process of top hierarchy and utilization of relevant
human and social capital in an organisation.

6
 DIVERSITY & INCLUSION PILLARS OF WIPRO
Gender PW D Nationality Under privileged

• CREATE framework (Career, Recruit,

Engage, Accessibility, Train and Enable)
• Collaboration:
1. Job Fairs with NGOs like Sarthak,
Capacity Base, Empower India.
2. Inclusive campus hiring from JSS, AITH,
3 staged WOW (Women of Wipro) NISH.
Framework: • Barrier Free Infrastructure and
1. Exposure(early career Communication:
1. Breaking all Barriers Contest
2. stage) 2. Wipro's building code incorporates int. Hiring from Underprivilaged societies
3. Flexibility (mid career stage) guidlines given by UN Accessibility for and expecting devoted work force:
4. Empowerment (Advanced career the disabled and NCPEDP. 1. Collaborate with colleges/universities in
stage ) 3. 'Kinesics' portal for sign language Cross Cultural Senstisation: small cities to propel recruitments.
• Begin Again Initiative: A relaunch learning and application. 1. Infusion of advanced tools like Global 2. Collaborate with NGOs/Foundations
initiative for women post a career 4. 'Inclusive' Initiative- Social networking Smart. which convey skills training to
break via. structure learning & platform 2. On sight Readiness Programme graduates from underprivileged
enablement programmes, • Engagement: for staff traveling overseas. societies.
Mentorship/buddy programme. 1. Networking Oportunities at global 3. Collaborate with state governments in
forum. areas like the north-east to impart
• PRIDE framework : expertise and training to trainers.
2. Annual Global All Hands Meet- Provides
• ERG Wipro Pride for Leadership connect with industry
• discussion, awareness & recognition. experts
3. Incentivising and recognising PWCs for
• Global pride month celebration excellence in work
• Advocacy-
Offering assistance to other
disability campaigns:
1. Ability fest
2. Foundation Campus Connect

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 WIPRO: A CASE STUDY
Wipro is a dominant global IT, consulting, and business process Services Company. The company
tacks the power of cognitive computing, hyper-automation, robotics, cloud, analytics, and emerging
technologies to benefit customers adapt to and make them useful in the digital world.

The notion of diversity and inclusion of the workforce gained tremendous popularity with
globalization and the need for companies to expand their business internationally to reach
consumers worldwide. A diverse workforce is reflecting a changing world and market place. A
diverse work environment is the utmost priority at Wipro. Diversity and inclusion play a vital role in
organizational sustainability.

Wipro’s Diversity & Inclusion was officially launched in 2008. Nurturing inclusivity is an integral part
of the organization, it has remained a core focus area for the company and is a strategic enabler for
ensuring the universal growth of companies. customer portfolio at Wipro is diversified in size, in
terms of regions, history, industries, and technologies. To take up the growing complexities of such
a diverse clientele, it is imperative to develop a workforce that can produce a rich mosaic of ideas
that enhance originality leading to bigger revenues and greater customer fulfilment. The
organization believes
that it is not only important for Wipro's business to have a diverse workforce it is an important
element as it promotes an inclusive culture that benefits every stakeholder.

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 ABCD ANALYSIS Report on Diversity & Inclusion

FINDINGS
1.Wipro Lt has a huge spectrum of diversity and inclusion practices that enable employees to
strengthen productivity and performance.
2.Initiatives of gender diversity implemented by Wipro ltd under the WOW program have been
successful for women workers
3.PWD Diversity Dimension has concentrated on six areas where the organization hires and prepares
and empowers PWD employees so that they can work efficiently without complications.
4.The aspect of nationality made it feasible for Wipro employees worldwide to become virtual
worldwide.
5.Recruiting underprivileged workers would improve the organization's top talent and intensely committed
staff.
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 THANK YOU
ANSHUL RAWAT (M2023HRM008)
KHRISH BORSE (M2023HRM024)
MANISH KUMAR (M2023HRM080)
NIVEDAN BEHERA (M2023HRM037)
PRAYUT RAINA (M2023HRM077)
SAKSHI KHANNA (M2023HRM051)

GROUP 8