Hiring More Women: Practical Steps for Indian Employers

Start by asking the women already working for you, and those who left. The reasons are usually concrete: unsafe or long commutes, late shifts without transport, no proper washroom, uncomfortable comments from colleagues, rigid timings that clash with family duties, or seeing no women in senior roles.

Look at your own numbers by role and level: how many women apply, how many are interviewed, how many receive offers and how many stay a year. Where the drop-off happens tells you what to fix first.

Speak to women applicants who declined offers too, if they are willing. A short, polite call asking what made them decide against the job often reveals issues you could not see from inside, such as an unclear address, a poorly lit approach road or an uncomfortable interview.

• Low applications: job post wording, timings or location may be the barrier
• Drop-off at interview: panel behaviour or process may need attention
• Offer declines: pay, shift or travel concerns
• Early exits: workplace culture, facilities or safety issues

Use neutral job titles such as "delivery executive" or "sales associate" rather than "delivery boy" or "salesman". Avoid unnecessary requirements like heavy lifting when it is rarely needed, or "must be available any time" when shifts are actually fixed.

Mention what matters to women candidates directly: shift timings, transport or travel allowance, a safe workplace, separate washrooms, an Internal Committee for complaints and any flexibility. A line such as "Day shift 9:30 am to 6 pm, near metro station, women-friendly workplace with POSH committee" can change who applies. BetterJobs lets you edit the AI-written job description to add these details before posting.

Where you advertise matters as well. Share openings in women-focused community groups, college placement cells for women's colleges, self-help group networks and through referrals from existing women staff. Women often trust a job more when another woman they know already works there and can vouch for the workplace.

Commute safety is one of the biggest factors for women deciding whether to take a job. If your workplace is far from public transport, consider a shared cab, a pick-up point near the metro or bus stand, or a travel allowance.

For night shifts, state rules on women working at night generally require employers to take safety measures such as transport, security and consent, and specific conditions vary by state and are being updated under the new Labour Codes. Check the latest official notification for your state and consult a professional before rostering women on night shifts.

1. 1Map where women staff and applicants usually travel from
2. 2Offer transport, a pick-up point or a clear travel allowance
3. 3Avoid shifts that end very late without arranged transport
4. 4Share driver and vehicle details for company cabs
5. 5Set up a simple way to report travel safety concerns

Under the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013, an employer with 10 or more employees must set up an Internal Committee to handle complaints. Display the committee details at the workplace, explain the policy at induction and run awareness sessions.

Compliance is not just paperwork. Women judge an employer by whether complaints are taken seriously and handled confidentially. Our POSH compliance guide covers the setup in more detail; for specific situations, consult a legal professional.

Make sure the Internal Committee is properly constituted, with a senior woman employee as presiding officer and an external member as required by the Act, and that its members are trained to handle complaints sensitively.

It sounds obvious, but many workplaces, especially warehouses, factories, construction sites and small shops, lack separate, clean and lockable washrooms for women. This alone can make a job unworkable.

Add a changing area if uniforms are required, a safe place to keep belongings, and a rest space. For field roles, plan routes and breaks so women sales or delivery staff can access safe washrooms during the day. Small investments here often matter more than a higher salary.

Ask women staff directly what is missing. Often the fixes are small: a lock on the washroom door, a mirror in the changing room, better lighting near the entrance, or a sanitary pad dispenser. Acting quickly on these requests shows you take their comfort seriously.

Many women manage childcare or elder care alongside work. Flexible start times, part-time options, hybrid or work-from-home arrangements for suitable roles, and predictable rosters make it possible for them to stay.

You do not have to make every role flexible. Identify which roles truly can be, and say so clearly in job posts. Roles such as data entry, telecalling, content writing, accounts and customer support often adapt well. You can also hire women employees through BetterJobs pages focused on this audience.

• Staggered start times within a window
• Part-time roles with fixed daytime hours
• Work-from-home days for suitable desk roles
• Advance rosters so family care can be planned

The Maternity Benefit Act provides paid maternity leave for eligible women and requires creche facilities for establishments above a certain size; the details and thresholds should be checked against the latest rules. Beyond the law, a smooth return matters: a phased restart, flexibility in the first months and a manager who checks in.

Women returning after a career break are a strong, often overlooked talent pool. Do not reject them just because of a gap. Assess current skills, offer a short refresher and consider a returnship-style first few months with a clear plan.

Train interviewers not to ask about marriage plans, children or family responsibilities; these questions are irrelevant to the job and put women candidates off. Use the same structured questions for every candidate and, where possible, include a woman on the interview panel.

Look at promotions and pay by gender once a year. If women are consistently rated lower or promoted slower, examine why. Visible women supervisors and managers encourage more women to apply and to stay.

Watch for informal barriers too. If important decisions happen over late-evening calls or after-work gatherings that women staff cannot attend, they miss out on visibility and opportunities. Keep key discussions within working hours.

Pick a few simple measures: share of women applicants, hires and staff by role, retention after one year and representation in supervisory roles. Review them every quarter and share progress with your team.

Ask women employees what has improved and what still needs work. Combine their feedback with your numbers and adjust. For related reading, see our guide on employer branding for small businesses, because a reputation as a safe, fair employer travels fast.

Set realistic goals rather than quotas you cannot meet. For example, aim to have at least one woman on every shortlist for supervisory roles, or to add women to a team that currently has none. Small, steady progress that sticks is better than a hiring burst followed by quick exits.