Sagespeak: Working with Women

THIS is easily one of the most difficult things to write about in what has become one of the most socially sensitive topics in corporate circles.

In India, certain social niceties are observed which have disappeared from western practice soon after Noah and his family disembarked from the Ark on Ararat. Men, for instance, will never extend their hands to be shaken by women in India and often carry on this behaviour when they go abroad. Men do not also maintain eye contact with their lady colleagues and in many cases, if they were to try; the action is likely to be misinterpreted.

With the current trend of transparency and equality taking place in India women have taken and established their place on the corporate ladder. While for the past few decades, women have always been fairly low on the corporate hierarchy; today they have risen to the top. While this is a positive sign, the Indian corporate male, never the most aggressive, has now become mired in a tizzy of confusion often not being able to relate to or handle the situations that arise.

How, for instance does the normal Indian male react when his lady boss summons him to her hotel room for a late night brainstorming? Conversely, would he ask a female subordinate to discuss a contentious point over a drink in his hotel room? What is the correct, acceptable protocol in such situations?

A Acharya, Vice President HR and Chief Knowledge Officer of a leading knowledge organisation says that it is getting increasingly difficult to reconcile 21st century business requirements with 18th century social norms. The result, he points, out is that many organisations prefer not to hire women, just to avoid the problem of painting themselves into such corners; women too, would rather sacrifice promising careers on the altar of social propriety. Acharya says that Indian corporate male has not been able to dislodge the concept of social stigmas attaching to themselves when in necessarily close professional contact with female colleagues. While there might be men who are concerned for the reputation of the lady, he is often more worried that there will be some kind of familial repercussions at home, one that he would be happier without. The very fact that he foresees such an eventuality indicates that he is not applying the professionalism required in such situations. The circumstances are fraught with guilt, which will eventually lead to a failure in management. To avoid this dilemma, fewer women are hired. On the other hand, corporate women bosses have no compunction in hiring men, and taking them on business trips, and, yes, requiring them for private discussions late into the night. Today, most men have no problem with this since they cannot be blamed for the initiative. There are however, still a few who may cavil since they feel awkward to be in such close proximity to women who are not in their immediate family.

Examining the validity of the Indian male response to such situations, we need to look at the practice in the west. While there is certainly a greater degree of professionalism, it must also be clearly understood that there is a quantum difference in the promiscuity prevalent in the west. Intra-office cohabitation is as common as it is casual. Often it is only peripherally emotional. Deeper emotion and continuity are not often seen. The contact is viewed as a biological need of the moment not much different from the need to share a meal or a sip from the same glass of water.

Hiring of qualified women is therefore coloured by factors that are conjured by men in positions of hiring. C.Venkateshwara Prasad, MD Tavelexpress says unequivocally that his agency had a preponderance of women operatives because he finds them efficient, dedicated, more conscientious and loyal than men in similar circumstances but confesses that he is looking for more men operatives as he feels uncomfortable using his female operatives for facilitation and airport transfers late at night. He finds it inconvenient to ask his lady operatives to deliver tickets to clients even during the day. Such statements tend not to augur too well for women professionals. If they are not going to be hired, how can 21st century India see the arrival of the Woman CEO?

Which brings us back to the point: What is the appropriate way for gender interaction that is both effective and clinically professional? The result of extensive surveys seem to indicate that the modern Indian woman professional has indeed come of age. In many ways, she has progressed beyond the fusty notions and ideas of her male counterpart. Shantha Rupa Puthramvittal, Knowledge Management Associate at Granville Carter Consultants Ltd. Mumbai says: "If I have a business trip planned with my male boss, I have no problems; I respect him and he treats me as he would any other employee, with respect and consideration. If he were to need me for an official discussion that went on late into the night, I would not hesitate as I am certain of his motives which have always been professional in every respect." Puthramvittal is one of the new breed of women professionals who view their professions from a new, clinical standpoint. P.Vedhanbhatla, senior associate at Paulitt, Gunther and Smythe (India) says: "I have no reservations in making outstation visits with my senior associate. I have in fact been doing so for a number of years. We are often mistaken to be married to each other but it embarrasses neither of us though it may those who make the mistake; I know that he has the greatest regard for my reputation and is always mindful of social perceptions so I feel no awkwardness in his company at anytime."

The answer in these cases would be that provided the man has no hidden agenda, the modern Indian woman will have no hesitation in behaving normally. It is only when the male participant has motives that are less than pure when trouble arises. It requires mutually acceptable, decorous behaviour that has no double entendre or intentions to exploit. As society is also changing, it has become of paramount importance to see that no question of doubt exists in any of those involved. In all cases where gender issues are involved, total transparency, accepted behaviour and polite distance need to be ensured at all times. If any one of these is not observed, problems will occur and the easy commerce that may exist will be disturbed, to the eventual detriment of the body corporate.

That women are competent and able to discharge their duties, there can be no doubt. There is however considerable doubt about their ability to perform well if their male colleagues do not imbue circumstances with an ambience of easy familiarity untinged by the spectre of exploitation and harassment. The lady professional in India has come to stay. Let us make that stay a happy and productive one.

S.RAMANUJACHARYA

professor1@sify.com