Why India needs its own model dei – lessons from global practices

Introduction

When diversity, equity and inclusion (DEI) became key words in Indian corporate circles, there were many cheerful, because eventually the underrepresented groups could get a point of view in a sector dominated by outdated patriarchal stereotypes. We did not take a break to think then that the approach adopted by many organizations that reflect the Western Dei models has not been adapted to the unique socio-cultural realities of India and that this lack of forecast could have an impact on how diversity is played in the country. In fact, from gender representation to accessibility at work, most of the Dei in India reflects US and European cadres, often neglecting critical factors such as caste, regional diversity and socio-economic disappearances.

Now, as the reality of the US Rollback hits us hard, it is imperative that Indian enterprises will rethink their dependence on Western models and develop an indigenous framework to address the distinct challenges of our country. Let’s first analyze how Western Dei models have affected Indian diversity efforts at work.

Influence of western dei models on Indian business

1. Gender diversity: representation of the council room towards the basic inclusion

One of the most significant influences of Western Dei in India has been seen in emphasis on gender diversity in leadership roles and has led to a press for diversity in the Council Hall. The act of companies in 2013, which impose at least one woman on corporate councils, to align with global gender efforts, such as the diversity mandates of the 30% of the US and the EU Board of Directors.

Certainly, there was an uptick in the representation of the council room, while the companies threw themselves to ensure the mandate. However, the emphasis on higher level DEI, has largely ignored basic -level problems, such as payment gaps, job safety, maternity benefits and unpaid women’s care burden.

The concentration remains on elite women, urban management, while women in jobs with blue collar, rural employment and informal sectors see a small improvement. Probably because there is more visibility of a company’s efforts when it is made at the top than at the bottom of the staircase.

2. Dei based on breed fails to translate into the dynamics of the India caste

The Western Dei model has prioritized racial diversity, especially in the US. Although in India he translated into a similar framework called “social diversity”, companies have hesitated to explicitly approach the disappearances on caste.

While global companies highlighted the values ​​of racial diversity, the inclusion of the caste continued to be ignored or treated as a taboo subject in corporate India. Organizations with 20 or more employees have the mandate to publish a policy of equal chances, an official statement to present their commitment to ensure the correctness, diversity and inclusion at work. However, the representation of the caste is left to individual goodwill, rather than structured policy.

It is not surprising, given the big difference in not only education opportunities, but also the quality of education, the hiring of pipes favors elite institutions such as IITs, IIMs and ISB that have no diversity of caste, limiting opportunities for DALITS, ADIVASIS and groups with lower incomes.

Some Indian companies have made measures to approach these gaps. For example, certain large conglomerates have introduced policies aimed at improving opportunities for marginalized communities. However, the policies of affirmative action based on caste and structured of affirmative action remain largely absent in the private sector, as opposed to the systematic pursuit of racial diversity seen in the USA.

3. Including disability: a conformity checklist

Laws such as Americans with disabilities (ADA) have written a new chapter in Western Dei models, and the pressure for accessibility in employment and accommodation spaces at work has obtained traction on its back. In India, the Law on the rights of persons with disabilities (RPWD), 2016, followed much later and was influenced by global disability rights.

We will celebrate 10 years of RPWD ACT 2016 next year, but many Indian companies continue to treat the inclusion of disability as a compliance requirement, rather than an advantage of the business.

While global companies have actively promoted inclusive assistance and employment technologies, Indian companies often citate budget constraints for workplace accommodations. Distance work, a phenomenon rooted in Covid – 19 blockages benefited from many PWDs, but was reduced by Indian enterprises, despite the proven success.

Inspired by the best global practices, infosys, However, he has implemented accessibility measures at work, including screen readers, ergonomic changes and sign language performers. But for most medium -sized Indian enterprises, accessibility initiatives are on backburner.

4. LGBTQ+ Inclusion: Influence of global pride

The Corporate Movement of Inclusion LGBTQ+ in India has been largely determined by MNCs, which imported western policies on the benefits of same-sex partners, gender neutral toilets and anti-discrimination policies.

While MNCs such as IBM, Google and Accenture provided LGBTQ+inclusive policies, Indian companies had no legal protection for LGBTQ+employees.

In addition, unlike Western Dei, which included benefits of same -sex gender and insurance, the benefits for this group in Indian companies were more symbolic gestures during the month of pride, but they had no structural policy changes.

Similarly, while a few companies have extensive benefits for same -sex partners, wider adoption of inclusive policies in Indian enterprises is still limited.

5. Employee networks (ERG) through systemic changes

Employee resources groups (ERG), a concept popularized in American companies, has been donated by Indian organizations in which employees have created voluntary diversity networks for underrepresented groups (for example, ERG for women, ERG disabilities, LGBTQ+ ERG).

But these initiatives were often limited by the financing of the crisis and the absence of decision -making power in India. In many companies, ERG activities have been limited to awareness events, rather than incorporate them in political decisions. While Western corporations were influenced by their own

ERGs, Indian ergs have rarely had an impact on hiring, promotions or benefits.

The problem with the western dei models in India

The excessive decommissioning of Western and the determined impulse that is currently facing in the US could:

-Ada to the weaker corporate commitment for inclusion

-Read the global financing for Indian Dei initiatives

-Cuse hiring slowing down for various talents

In addition, the deficiencies of the imported frames fail to approach the unique social realities of India, such as:

Castes and socio -economic disappearances: The workforce in India is modeled by the caste -based barriers that the Global Dei models do not approach.

Regional and linguistic diversity: While English is the main US language, Indian jobs operate in several languages, given inclusiveness.

Lapides for inclusion of disability: Despite the act RPWD, 2016, many global initiatives are focused only on visible disabilities, neglecting the large population of India with hidden disabilities, neurodiverity and chronic diseases.

The need for a dei native model for Indian enterprises

1. The legal and cultural frameworks of India: together they offer a strong basis for a single Indian Dei approach, which aligns to local legal obligations and social realities.

The Law on the rights of persons with disabilities (RPWD) of 2016 – which requires accessibility and accommodations at work.

The law on companies in 2013 (CSR mandate) – which request companies to invest in social responsibility, including inclusion initiatives.

Constitutional affirmative action (reservations) – ensuring the representation of marginalized communities in work and education.

2. Business case for indigenous dei: Indian enterprises that develop personalized frameworks will get a competitive advantage through:

Pressing in a group of diverse talents: the extension of employment beyond elite institutions to include marginalized communities favors innovation and business growth.

Improve the involvement and retention of employees: employees are more employed when policies reflect local cultural and social realities.

Consolidation of the reputation and conformity of the brand: consumers are increasingly favored companies that demonstrate an authentic commitment to include beyond Western trends.

Conclusion: Time for India to drive, not follow

Dei Rollback in the US presents a pivot moment for Indian enterprises. Instead of imitating Western approaches, India must develop an indigenous framework, suitable for its socio-economic realities. Countries such as Japan (inclusion of gender and aging labor), United Arab Emirates (first employment), South Africa (racial economic ability) and Singapore (multi -pre -labor) provides valuable information. India has to carve its own way, independent of Western trends, to create a truly inclusive workforce.

We do not have to cling to Uncle Sam’s coattails for our DEI Directorate.

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