Zahzah, Leah

Meissonnier, Estelle
Gougeona, Alexandre
Cibert, Gaspard
Wang, Shanshan

Question1

1. Roll out unconscious bias training to raise awareness of the

“mental shortcuts” .

2. Have a daily or weekly inclusive meeting to make sure everyone

gets a chance to participate. In daily stand-up meetings, everyone

gives an update, which not only facilitates team communication, but

ensures that everyone is heard.

3. Revamped recruiting process and requires a more diverse slate of

candidates to be considered and interviewed for open roles.

4. Increase board seats for women leader and extend leadership

offsite to add more perspectives and diversity at an executive level.

Question 2

1. Change the mindsets of both men and women on the need of

women in the workforce. Provide the supportive training for men

 and women to shift attitudes. It is important not to oversimplify

issue and blame the gender imbalance in japan or in Indian solely

on tradition or culture. What the leaders do need to be aware is

the inherent tensions over and expectations about the gender

diversity in the workforce.

2. Establish the women-specific recruiting channels to increase the

in-take of women candidates.

3. Reform the way people work in order to increase the diversity

and benefits for everyone. Promote a flexible and labor-friendly

environment where people are evaluated and respected for the

quality of their output rather than the number of hours they put

in .

4. Provide more flexible policies and leave, promote the maternity

leave. Rather than use women as labor but to work to truly

change the culture of work itself in Japan or Indian by

encouraging a better work-life balance—one that encourages men

to step up, lean in, and help with raising children.