Pride Month is once again upon us, and it is a good time to reflect on the progress we are making in terms of improving the diversity, equity, and inclusion (DEI) indices in India, particularly for the LGBTQIA+ community. We may not be able to answer this question with statistical certainty simply because we lack sufficient data. However, as a nation, we have definitely made some progress, though more at the legislative level than in terms of broader societal acceptance. Our country’s laws are pushing us in the right direction, helping us catch up with global benchmarks. While it is true that we cannot improve what we cannot measure, this should not become an excuse for not building a more inclusive and accepting society.

The size of the LGBTQIA+ community in India is a case in point. Official data, which is at least a decade old now, suggests the number is around 2.5 million, while activists estimate that this number could be as high as 135 million or around 10% of our population. This range is too wide for any meaningful discussion. This is not a data-related issue specific to India, as even global estimates range as widely as 10-30%. Rather than getting bogged down by the search for an elusive, definitive figure, it may be more productive to focus on tangible outcomes, however small they may be. In other words, we should embrace the ‘Kaizen’ philosophy of making small and continual improvements, and corporate workplaces are a promising place to start this.

The business case for improving LGBTQIA+ inclusivity in the workplace is quite strong for three reasons. First, in an increasingly globalised business environment, progressive HR policies are relatively easier to implement and can also encourage the larger ecosystem to follow suit. Second, the formal sector usually has more transparent HR policies and, therefore, comes with accountability. So, setting quantifiable inclusivity goals and achieving them would be easier in corporates. Third, and perhaps the most important reason, is that businesses tend to do better financially when they have a more inclusive workplace. Studies by McKinsey & Co. (2019) have shown that gender diversity on executive teams has delivered above-average profitability compared to those with less diverse teams.

Businesses also see other merits in cultivating a more inclusive workplace. Expanding the talent pool makes sound business sense, as it allows organisations to access a wider range of skills and perspectives. By creating a more inclusive workplace, we not only improve the quality of the workforce but also attract more progressive and like-minded people, thus creating a virtuous HR cycle.

Achieving meaningful change, however, is not without its challenges, especially for businesses that operate in a conservative society like India. However, the chances of success can grow exponentially if we take a top-down approach, starting at the leadership level and following it through to the last person in the value chain. Naturally, the first step must be introducing a well-defined and articulated policy. If we are seeking to make some fundamental changes to who and how we hire, it cannot be a diktat but a policy that offers the rationale for creating a more inclusive workplace. While large corporates have introduced new roles such as ‘Chief Diversity Officer’ to lead this change, the real action actually happens at the department level or the shopfloor. Policy-level push from leaders will get the movement started, but the change can be sustained only through clear targets and accountability mechanisms for those responsible for hiring and onboarding, line managers, and effectively every member of the workforce - preferably with oversight by the company’s board.

It would also be prudent to anticipate some resistance to change from within. This can be overcome through a strong internal communication framework that not only educates and prepares the HR team but also sensitises the workforce, starting with the leadership and covering the entire organisation, unions, and the community at large. Therefore, empowering champions within departments, and implementing comprehensive sensitisation programmes may help see early results.

The overall effectiveness of our efforts towards creating a more inclusive workplace will also depend on how welcome the new talent from the LGBTQIA+ community feel once they join the organisation. The approach should not be one of charity or an outreach programme, but rather something that feels natural and part of regular business operations. This can happen through empathy and a genuine desire to bring about an important change. Can we imagine hiring people who are physically challenged but failing to make changes to the physical infrastructure in our workplace? Similarly, when we hire from the LGBTQIA+ community it is important to think beyond policies and gender-neutral washrooms and ensure a genuinely welcoming environment. Creating a conducive work environment also means they get the same opportunity as anyone else in the organisation in terms of job roles, responsibility, and career growth.

As a country, we have been quite agile and quick in adopting big ideas like globalisation that demand a stronger integration of economies and the free movement of people, goods, and services. Inclusivity and diversity in the workplace may be a relatively new idea in India, but it must be seen as an integral part of this broader transformation. While the journey may not be easy, it is a crucial step towards building a more just and equitable society.

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