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The advent of
information technology had meant that this would be one area where
gender-based discrimination would be given the go-by and technical
expertise would be the criterion for career progression. The ground
realities, however, are in stark contrast.
Nina Chatrath
Vice-President, QAI India Ltd.
Has being a woman
been a positive or a negative factor in your professional life?
In most ways it
has been a very positive factor, but I would confess that in
certain ways it has been a negative factor. But the positive far
outweighs the negative, thus in a larger framework being a woman
has been a positive factor.
What accounts for
the fact that there are such few women in top positions in the IT
industry?
I would say that
this area requires large amounts of analytical and logical skills.
Women are perceived not to be too strong in these areas. Thus, I
feel, it is a pre-emptive decision of sorts in which by choice
woman have stayed away from making IT their profession of choice.
Also because of the pace of technology, dynamics of the business
change at a very rapid pace, and woman are not so comfortable with
changes of the roller coaster kind. They are more comfortable
excelling in the traditional industries.
Do you feel there
is a glass ceiling for women in the IT sector?
No. I would not
say that. There has been a perceptible shift in the area of
acquisition of skills in women and, thus, any barriers can be
overcome. Also, there cannot be a glass ceiling in a particular
sector that is gender-based.
How can companies
encourage women to excel professionally in a proactive manner?
Encouragement can be provided by
progressive companies, wherein the inherent skills of women are
built upon. This can very effectively be done in a proactive
manner. To excel in any field, certain inputs are required from
companies, which are applicable to both men and women equally. If
the companies are progressive, they will have commitment towards
thr development of their human resources. —
TNS |
A survey conducted in
the USA found out that three out of every five women currently employed
in the IT sector, if a chance is provided to them, would switch career
because of the glass ceiling that blocks their rise. The glass ceiling
that women face is because of the notion that seriousness is not found
in them to the degree required to pursue IT careers on a long-term
basis.
While the roll call of
leading IT professionals is studded with male performers, can anyone
quote more than a painfully few women IT professionals who may have made
a mark at the national level. Among the few successful professionals,
who could be counted on fingertips, would be Caroline Fiorina, who rose
to become CEO of Hewlett Packard worldwide. Other such examples are not
even visible on the horizon, though they may be present in great numbers
at lower rungs.
Cultural attitudes
about women can at best be summed up in a quote offered by the chairman
of one of the leading IT education companies on the eve of its 20th
anniversary. He had reportedly said that those women who pursued a
particular professional IT degree course from the institution stood a
better chance of finding a good husband with less amount of dowry!
A recent World
Employment Report published from Geneva has also underlined that slowly,
but surely, women are dropping out of the IT sector as a career choice;
the number of women among the overall IT professionals has dropped to 20
per cent, as delineated in the report. The report is also anguished by
the fact that IT as an industry is getting loaded with male
professionals increasingly by the day.
The advent of the
Internet was also thought to have opened new vistas for women. But this
is what the report had to say about the usage of the Internet as well:
Of the total users of the Internet in Europe, women have a miniscule
presence of only 20 per cent, while the percentage for Russia stood at
19, Japan 18 and in Central East and other regions a mere 4 per cent.
"I truly hope that we are
at the point now when everyone has figured out that accomplishments of
women across industries demonstrates that there is no glass ceiling.
— Carly Fiorina, CEO, Hewlett-Packard, in a statement issued through
HP, 1999
Most people in senior
executive positions have been mentored by someone within their
organisation who has promoted them. Most senior executives are men, and
men are still uncomfortable mentoring women. Overall, people tend to
befriend people who are like them. But it's more deeply rooted than
workplace [dynamics].
Traditionally women and
minorities have not pursued education in computer science, engineering
and math. That's because kids still don't get the broad picture of what
it means to have a career in technology. They think you have to be a
gee-whiz genius to be in the industry, when there's a wide spectrum of
what you can do. We don't do a good enough job of explaining that. —
Sheila Talton, founder of Unisource Networking Services, a Chicago-based
telecommunications and networking consulting firm, in interview to
cio.com." |
The report further adds
that post advent information technology, though quantitative job offers
have increased for women, they are primarily employed in less
remunerative positions like cashier, data entry operators, etc. Men are
in an advantageous position, working as they are in software development
and devising new applications that could generate new business models,
and new vistas of revenue.
The IT industry has not
been able to provide qualitative jobs to women as it works on the
close-knit college fraternity culture, which is male-dominated. Wherever
women have attained higher positions it is due to their association with
college fraternity in one way or the other.
Is IT not amenable to
the natural demeanour of a woman? IT professionals opine that while a
male can keep on serenading to a PC throughout the day, a woman IT
professional cannot do the same. To succeed in IT, a PC has to be
cultivated as a bum-chum, which most of the women professionals are
unable to do.
Has this got something
to do with the fact that majority of the women working in an office
environment need someone to talk to, to smile and interact? It is said
that as a natural corollary of this, women workers in information
technology are in the kind of jobs whose key ingredient is external
interaction. The possible explanation for this may be found in the
natural communication skills that woman generally are bestowed with as
also the natural inclination among women professionals to be in the
action field, interacting with the customers.
This natural affinity
to be where the action is, and not behind the PC—that is shying away
from the technical requirement of IT jobs—conveys the impression to
the management that they are disinclined to contribute in the
development core competitiveness in technology and this could be the
reason why lesser number of women IT professionals are to be found in
the higher spectrum, says Osama Manzar, CEO of 3c plus.com, an IT
solution company based at Delhi.
Ajay Singh,
vice-president of Magic Software, an IT software company based in Delhi,
believes that IT being a very demanding career for a woman to be on a
par with her male counterparts, she needs to develop allied interests
akin to her male colleagues, like playing golf and showing an interest
in the stock market.
Senior management
functionaries always have the desire to see that those they promote to
get into their own shoes have the same interests as them so that the
management functioning is a smooth process.
While the woman is in
an advantageous position, as she possesses a heady combination of
empathy and collaboration, what is needed is to develop an attitude to
compete in a man’s world with a man, and to derive stimulation from
this competition.
The orientation of IT companies also
needs to change vis-à-vis woman and motherhood, and it needs to get out
of the vortex of being an age conscious industry. What is urgently
needed is to cultivate paradigm shifts of the male dominance and
incorporation of the concept that a gender is not an inhibitive factor
for exclusion claim. Power that flows from the veins of a man or a woman
is not gender-based, but works as change agent, neutral of gender.
Padmaja Krishnan
Vice-President, Corporate Planning & Strategic Initiatives,
HCL Perot Systems
Has being a woman
been a positive or a negative factor in your professional life?
Being a woman has
not particularly been an advantage or a disadvantage. What really
matters is performance, track record of achievements, capability
and merit.
What in your
opinion accounts for the fact that there are such few women in top
positions in the Silicon Valley?
Although the
number of women at the top is small, I do believe there is a
positive trend and the numbers are getting better. This is true of
most industry segments, and IT is not an exception. It is
partially true that many women would assign a higher priority to
their family over their profession, although, increasingly many
women are getting serious about their profession. Couples are
taking a judicious view of a common problem and take a balanced
decision, keeping in mind the professional commitments of both the
partners. Women who are committed and are serious certainly need
to perform exceptionally well to establish the fact that they are
indeed committed to their profession to counter the general
beliefs substantiated by some women who were less committed or to
correct the pre-conceived notions and perceptions that exist about
women workers. Women tend to get alienated as their numbers
reduce, especially as they move up the corporate ladder. It is the
right combination of the woman's capability and personality, along
with the climate and corporate culture that prevails at the
workplace, which would determine the probability of a competent
woman being able to break the glass ceiling.
Do you feel that
there is a glass ceiling for women in the IT sector, where only
skills and expertise matter?
Glass ceilings do
exist for any community that is in minority or needs to prove its
real worth in most industries and in every part of the world. In
this regard, IT as an industry or women as a category are not
exceptions. As I said before, one has to be exceptionally good to
be able to break that glass ceiling, as much as an emigrant to a
new country, as a woman at workplace.
How can companies
encourage women to excel professionally in a proactive manner?
There are many
industries and kinds of work where proximity and physical presence
is necessary in order to perform a given job. The IT sector, being
a knowledge industry, can make use of remote work for many of its
activities, especially with connectivity getting better.
If appropriate
metrics and processes are in place, the productivity achieved
could be far superior to what one can get during regular hours.
Recent research
studies have predicted that beyond 2003, India may not be in a
position to meet the global demand for IT resources, based on the
current models of harnessing human resources. HR initiatives and
policies to harness the latent human resources would certainly be
of great advantage in times to come. I really do not believe in
encouraging anything that would compromise the meritocracy of the
work environment. In fact, most of the HR initiatives that would
attract and retain women, be it a crèche or child-care
arrangements or remote working or part-time employment, they would
be attractive to men folk as well. The job description should be
able to cope with such arrangements without compromising on end
results. Also, some of these policies are very useful,
particularly for tiding over a temporary phase or a problem of
employees who are otherwise valuable to the company and need to be
retained.
Many of my senior male colleagues
have acknowledged that they prefer to have a senior lady manager,
especially in key positions that involve people and client
relationships or developmental activities, which are rather
critical activities in the IT industry. The reason attributed is
their natural ability and strength for dealing with such
situations and a high degree of emotional quotient and ownership
that are necessary to make things succeed, apart from capability. —
TNS |
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