Skip to main content

DEIB hiring slowing down after reality started to show up....

Less than 5% of annual attrition rate for women from the cited Indian IT firms is a great sign. But do we know

1.How many of these 25K women who left these Indian IT services firms (between Mar '23 and Mar '24) went to the Foreign IT services companies as mentioned?
2. While 34% may not look as great as Accenture's 48% as Gender Diversity (Not including third gender or others from LGBTQIA+?)
3. Do we have data from supply side ratios: Like, what percentage of women vs men apply for each role or in general for all roles at TCS vs Accenture?
What if I told you, it is 1:3 for each role at application levels! Now, how would you feel about these 25% women getting 34 or 48% or all open/existing roles.
4. Why the rate of Gender Balancing to boost women participation/representation at work gone nearly 45% lower (1.56 to 0.9) between two phases (2015-2020 and 2020-2024)?
Is it supply side problem?
Is it slowing down of the DEIB activism?
Is it performance issue?
Google it! I have done my part of the investigation
Xpheno ANSR Zinnov Wizmatic Consulting Visara Partners
Insights from Xpheno covered in an article by Rica Bhattacharyya in today’s TheEconomic Times
Xpheno has been observing diversity trends in India’s leading IT companies over the past 6 years. There are significant points of note.
- Leading Indian IT companies (Infosys, TCS, Wipro, LTI Mindtree, HCL Tech) saw a net exit of 25,000 women employees in the last year.
- Despite the net exit, the number of women employed by these companies grew from 3.74 lakh in March 2020 to 5.4 lakh in March 2023, only drop to 5.15 lakh in March 2024. This net increase is due to overall hiring and not targeted improvement of their diversity ratio.
- The diversity ratio of these companies in fact grew only 0.9 percentage points between 2020 and 2024, compared to a stronger growth of 1.56 percentage points between 2018 and 2020.
- The average diversity ratio of this cohort is 34.26% (JFM2024), down from 34.32% (JFM2023).
- Global IT firms like Accenture (48%), Capgemini (38.8%), Cognizant (40%), and Genpact (42%) have significantly higher diversity ratios than Indian companies.
Is it time to go back to the drawing board and regroup to address this stagnating diversity ratio?

hashtagXphenoInsights hashtagGenderDiversity hashtagPeopleEffectChange

Comments

Popular posts from this blog

What is The Hay Group Total Reward Framework

The Hay Group Total Reward Framework A new way of understanding reward Reward strategies must be anchored in business reality to be effective. Which means linking it to your business strategy – and the needs of your employees as well as your organisation. Our Total Reward Framework helps you optimise reward, no matter how challenging the conditions. The issue Remuneration tends to be one of the worst-managed parts of an organisation’s cost structure. But with 10-70 per cent of total costs wrapped up in it, reward cannot be ignored, particularly in a downturn. To be effective, reward programmes must reflect the needs of the business, now and in the future. Only if they are tied closely to company strategy, business performance and the needs of employees can reward programmes deliver the ROI that is needed in tough times[MK1] . The Hay Group Total Reward Framework takes strategy as a starting point – and it focuses on total reward: every financial measure together with no...

Aon Hewitt Total Rewards Framework

Aon Hewitt Total Rewards Framework The Aon Hewitt model and approach believes in considering Total Rewards as a business tool and very much linked to overall business objectives! Reward as understood is a very complex mechanism and some efforts of correcting the base pay and titling in a hurry by many MNCs in India have done a bigger crime by trying to correct it by market adjustments without looking at the talent map, complexity and expectations out of role and mapping it against the benchmark. Titles in India are a big misnomer and hardly any survey on compensation ever probes and captures and calibrates the tangible outcome based bench marking! If we dive deep, we will find that the key factors of Education, Experience and Quality of Education, Quality and relevance of experience and education are not calculated granular! A diploma holder technical manager gets the salary benchmarked for the top T-school manager with top quality experience in a challenging and break-through...

Tech Recruiting in the AI Era: How LLMs Are Transforming Sourcing and Screening

Recruiting for technology roles has always been a high-stakes game. If sourcing and screening go well, recruiting wins; if not, it’s a black hole. These two functions are the backbone of hiring—everything else is communication. But in the age of Generative AI and Large Language Models (LLMs) , the rules have changed. The Old Way: Conventional Tech Recruiting For decades, recruiters relied on: Boolean searches on job boards and LinkedIn. ATS keyword matching for skills and experience. Hygiene checks like education, years of experience , and past employers. While these methods worked, they were rigid and often failed to capture the nuances of evolving tech roles. Recruiters were constantly playing catch-up with new stacks, frameworks, and delivery models. The Modern Way: AI-Powered Recruiting Enter LLMs and AI-driven platforms —game-changers for sourcing and screening. These tools don’t just match keywords; they understand context , generate structured outputs , and scale personalizati...