Saundarya Rajesh, Managing Director of Avtar Career Creators Ltd, asserts that Indian companies are significantly underutilizing a crucial talent pool: experienced mid-career and senior women executives. According to Rajesh, this oversight not only hinders diversity, equity, and inclusion (DEI) initiatives but also impacts organizational growth and competitiveness.
DEI as a Strategic Imperative for Growth
Rajesh emphasizes that DEI should no longer be viewed as "politicized kindness" or merely about meeting outdated diversity targets. Instead, she frames it as a vital "growth engine" for India's economic development, citing China's success in integrating women into the workforce at scale. "More women at work delivers results. The mindset must shift from charity to competitiveness," she states.
Leading companies are now moving beyond simply measuring representation to assessing true influence—tracking who is heard, promoted, and makes key decisions. Forums like Avtar’s Circle of Inclusive Cultures focus on inclusion as a "tough, strategic imperative," aiming to leave a genuine legacy of impact.
The Paradox of Talent and Leadership
Despite a growing pool of qualified women, their representation in leadership roles remains low. Rajesh points out that women hold only about 20% of leadership positions in corporate India, even though female enrollment in higher education has surpassed men's since 2017-18. This disparity, she argues, indicates that talent systems are not advancing individuals purely on merit.
The primary culprit, according to Rajesh, is "non-conscious bias" in hiring and promotion processes. This inherent bias acts as a filter, systematically excluding diverse talent, particularly women, from reaching senior positions.
Addressing the Overlooked Talent Pool: Mid-Career and Senior Women
Rajesh identifies mid-career and senior women as the largest untapped talent pool currently being overlooked by Indian companies. While firms often invest in entry-level women, many experienced professionals exit the workforce after years due to insufficient support during critical life stages. These challenges include juggling responsibilities for teenage children, eldercare, and managing health needs such as menopause.
To retain and re-engage these valuable mid-career women executives, Rajesh advocates for robust support systems. She highlights the importance of initiatives like returnships, which help women transition back into the workforce after a break, and comprehensive childcare assistance. Addressing these systemic issues is crucial for companies to harness the full potential of their diverse talent and drive sustained growth.