Women today are present in every field of work. Research has consistently indicated strong correlation between
diverse senior management and financial performance of organizations, highlighting business benefits from
having considerable number of women employees as part of the workforce. The scarcity of global talent has led to
many organizations pro-actively doing their best to recognize, retain, and develop women. In India, keeping
women employees on the job has proven difficult in a traditional patriarchal society. With the changing work
force demography, and the talent war among the companies to attract and retain the best-in-class candidates,
Indian companies continue to work on improving existing policies and facilities for women (Nath, 2000). Though
there have been claims on IT being a platform for women to enter and succeed in careers, the claim has not been
established by any empirical analysis yet (Surya, 2002).
Currently, women make up 42 % of college graduates in India (People Matters 2010). Still, according to U.N.
statistics, at 34.2% India’s rate of female participation in the workforce remains the lowest of any of the BRIC
countries. To successfully tap into this huge talent pool, professional service providers and other industries alike
have to pay special attention to women as a source of educated and employable talent. Back in 2003, the number
of women employees in Infosys was only 19% making women a minority in the organization. This impacted not
only the organizational culture, but also the policies and support systems setup for employees, key decisions on
process improvements and risk assessment.
This paper is a practitioners approach and experience in making their company successful in attracting and
retaining women talent. The scope of the paper is limited to actual programs implemented in the work place and
does not include mapping the programs to any actual theories existing around women in technology... [continues]
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