Vineeta Chopra’s journey offers a unique viewpoint on the role of women within the manufacturing sector, distinct from those who work directly on the production floor. Over her ten years at Odgers Berndtson, Vineeta has significantly contributed to shaping the landscape of talent acquisition for the manufacturing industry, emphasizing the importance of women’s participation. Her experience at the firm encompasses a critical involvement in promoting and enabling a strong female presence across various manufacturing roles. Through her dedicated efforts, Vineeta has played a pivotal role in supporting numerous women as they embark on and thrive in their manufacturing careers, marking a transformative period in the industry’s approach to diversity and inclusion.
With a blend of ambition and purpose, Vineeta Chopra’s professional journey paints a vivid picture of a woman on a mission. Vineeta, a Consultant, Industry Practics has been a pivotal part of Odgers Berndtson, a global powerhouse in executive search, talent assessment, and leadership development for a decade. Known for its extensive reach across various sectors, Odgers Berndtson prides itself on its adaptability. It serves a diverse clientele that spans start-ups to established multinational corporations across the private, public, and not-for-profit sectors.
From her formative years in the serene environs of the less celebrated Himachal to her collegiate days at a modest institution under Himachal Pradesh University, Vineeta Chopra’s educational journey was marked by simplicity and a lack of pretension. Despite not boasting of an illustrious alma mater, Vineeta’s resolve and dedication to her career have been anything but ordinary. “On a personal front, I was born and raised in Himachal, completing my graduation from the State University there. It was a very small college, so I don’t have a fancy degree, don’t have a fancy education,” Vineeta shares, reflecting on her beginnings with a sense of pride rather than limitation.
This phase of her life laid the foundation for a professional ethos characterised by a focus on the task at hand, excelling in it, and then, leveraging that growth for the next challenge. “I think my last 15 years have been more about working on what is in front of me, doing, excelling at that, and then kind of, you know, growing from that,” Vineeta muses, encapsulating her journey thus far. This approach has shaped her career trajectory and underscores a significant message: the path to success is built on perseverance, adaptability, and the relentless pursuit of excellence, irrespective of one’s starting point. Vineeta’s career began modestly at the Lovely Professional University, where she initially embraced roles that leveraged her administrative and sales support skills. Reflecting on her early days, Vineeta recalls, “I started my career in education, engaging deeply with companies like Educom and then Lovely Professional University. There, amidst the roles of support sales and extensive administration, I felt a compelling pull towards the business side of operations.”
Influencing the Fabric of Manufactuirng
Joining Odgers Berndtson was a turning pointin Vineeta Chopra’s career, marking the beginning of her profound journey within the executive search industry. Initially part of the administration team, Vineeta quickly grew fascinated with the firm’s core mission and its tangible impact on businesses across sectors. “I could see that we were creating a difference while hiring leaders for different clients. It was kind of creating an impact on the overall business performance. Clients were coming back with success stories,” Vineeta reflects, her passion for her work evident in her recounting. This realisation sparked a desire in her to pivot towards a role with more direct involvement in the business and delivery aspects of the company.
Vineeta’s transition into business brought a significant change in her role, understanding and influencing the fabric of the manufacturing sector, particularly the automotive industry. She likens her journey to being “one person who got on the shop floor, learned the understandings of how the business operates,” an analogy that mirrors her hands-on approach to executive search. Working on numerous assignments allowed her to progress through roles within Odgers Berndtson, eventually leading her to focus more on sales and business development over the last year. “Business development sales that has become the portfolio account with account management and client management,” she states, outlining the evolution of her responsibilities.
Vineeta’s role has been instrumental in hiring leaders for sector clients, with a particular emphasis on the automotive industry. She proudly mentions her work with prominent clients such as Cumminswhere she played instrumental role in filling leadership poistions, showcasing the depth of her involvement and the trust her clients place in her capabilities. Her work with SKF, a Swedish company, further highlights her ability to cater to diverse needs and industries, placing several roles within the organization. A standout aspect of Vineeta’s career has been her commitment to diversity and inclusion within the manufacturing sector. She undertook a diversity search for SKF, aimed at hiring their head of supply chain and manufacturing corporations. “If a client wants to hire a diversity person in different roles, it can be manufacturing, it can be supply chain, it can be HR, finance, board appointments. I do provide that talent to the clients,” she states.
Vineeta Chopra’s Journey Into Uncharted Territory
“Growing up, the employment opportunities I saw were predominantly in businesses like hotels, hospitality, shops, and resorts, or in public sector companies. Manufacturing operations were virtually nonexistent there,” Vineeta recalls. Her entry into the world of executive search and talent management at Odgers Berndtson marked a pivotal point in her understanding and involvement with the manufacturing sector. “It was quite new to me. I didn’t have any clue about manufacturing even when I started my career,” she admits.
The initial lack of awareness, however, transformed into a deep appreciation and understanding as she began to work closely with clients in the industry. “As I started dealing with clients and working on mandates, I began to see the product you see in the market and how there are different components associated with that,” she explains. In today’s era, where information is at our fingertips, Vineeta acknowledges that awareness about manufacturing and its varied career paths can happen much faster for the younger generation. Vineeta posits, “What is required for diversity today is more attraction.”
Her insight into making manufacturing an appealing first choice for career-seekers is compelling. Vineeta believes in changing the narrative around the sector to something that is vibrant and inviting. “Machine Maker” could maybe make machining sexy,” she suggests, emphasizing the need to elevate the perception of manufacturing to one that is exciting and promising for future professionals. “It doesn’t come as a second option; manufacturing should be the first option when you’re picking your career choice,” Vineeta asserts, underlining her belief in the sector’s potential to attract a diverse and talented workforce.
“I am someone who’s working at a distance, looking at what the challenges they are facing,” Vineeta explains, emphasizing her role as a facilitator and observer who engages closely with the leadership of manufacturing organizations. Her interactions with CHROs and CEOs unveil a unanimous desire across the board: the intention to integrate more women into various roles within their companies. However, the ambition clashes with reality at the structural level, especially when it comes to career progression for women in manufacturing.
Vineeta identifies a significant bottleneck at the middle management level, where internal biases and societal constructs thin the pipeline for women aspiring to reach leadership positions. “The challenge is at the entry level, a lot of women enter from colleges, from graduate trainees and all those things. But at the middle management level, either internal biases come into play, or there is a perception that women, being home bearers, choose to step back,” she articulates, pinpointing the critical juncture where potential female leaders begin to vanish from the leadership trajectory.
The discussion extends beyond the mere presence of women in manufacturing to the nuanced challenges they face, from overcoming internal biases to navigating through the glass ceiling that seems to solidify at higher echelons of management. Vineeta’s observation suggests that these issues are not unique to manufacturing but may be more pronounced within this sector due to its traditional male dominance. “Both sorts of challenges which the woman needs to face, may be more into the manufacturing sector,” she remarks, reflecting the universality of the issue while hinting at its intensified impact in manufacturing. Vineeta Chopra’s insights into the nuances of hiring women in the manufacturing sector are both enlightening and crucial for understanding the landscape of workforce diversity. She identifies the challenges as twofold, emphasizing the need for a paradigm shift in hiring practices and the dismantling of ingrained biases that hinder women’s progress in manufacturing.
Expanding the Talent Pool: Overcoming Geographical and Sectoral Biases
Vineeta suggests a more inclusive approach to recruitment, advocating for the consideration of women from various sectors and functions. “You need to be open to bringing women from other sectors or other functions,” she advises, pointing out that limiting searches to the manufacturing industry alone may perpetuate gender imbalances. This openness not only diversifies the talent pool but also enriches the manufacturing sector with fresh perspectives and skills.
A common hurdle she observes is the geographical bias, where assumptions about a candidate’s willingness to relocate can preclude women from consideration. Vineeta’s experience illustrates how challenging these biases can lead to successful placements, such as a Managing Director role in Mumbai filled by a candidate from Delhi. “We have pushed that. We have said that you have to call people,” she asserts, emphasizing the importance of giving women the opportunity to make the decision themselves. Internal biases, particularly at the middle management level, emerge as significant barriers to women’s advancement in manufacturing. Vineeta notes that assumptions about women’s priorities, particularly regarding family and home responsibilities, contribute to a thinning pipeline for leadership positions. She argues for a reassessment of these biases, suggesting that women are often more focused and loyal employees, especially when given the right opportunities and support.
Applying Equitable Filters: Maternity and Loyalty
The industry’s assumptions about physical capabilities also come under scrutiny. Vineeta challenges the notion that women are less capable of performing certain tasks, suggesting that the criteria applied to men should be equitably applied to women. “Apply the same filter, apply a strongly built woman to be hired rather than just discarding the whole gender,” she proposes, advocating for a more nuanced approach to assessing candidates’ abilities.
Another stereotype Vineeta confronts is the perception of maternity leave as a detriment to women’s professional dedication. Contrary to the assumption that maternity break will diminish a woman’s focus or seriousness about her career, Vineeta observes that women tend to be even more committed and productive, knowing they will take a leave. “But we automatically assume that maternity leave is going to take all the focus, which is not necessarily true,” she corrects, highlighting the need to reevaluate such biases.
Infrastructure as the Foundation for Inclusion
The infrastructure within manufacturing sites plays a crucial role in creating an environment where women can work safely and comfortably. Vineeta notes that while companies are making efforts to improve, historical oversights like inadequate sanitary facilities have posed significant barriers. Ensuring safety and proper infrastructure isn’t just about adding amenities; it’s about affirming the company’s commitment to all employees’ welfare. “Whoever is hiring a woman candidate has to put an infrastructure in place. It’s not something extra that the company is doing; safety of all employees is a mantra for all companies,” Vineeta emphasises.
Beyond the physical infrastructure, Vineeta addresses the need for a cultural shift within manufacturing environments. She shares anecdotes from women who entered the manufacturing sector when it was even more male-dominated, describing how they felt compelled to blend in with their male counterparts to the extent of altering their appearance. These stories underscore the profound impact of social constructs on women’s experiences in the workplace. However, Vineeta also points to positive changes and increased visibility of women on the shop floor, leading to entire plants and assembly lines run by women. “Now there are more candidates who are on the shop floor, the whole plants and assembly lines being set up by women,” she observes, marking a significant departure from the past and highlighting the strides made towards gender diversity in manufacturing.
Ongoing Challenges and Opportunities
Despite these advancements, Vineeta acknowledges that challenges persist, particularly in changing long-standing behaviors and assumptions. Men being accustomed to predominantly male environments can lead to awkward silences or changes in behavior when women enter the space, indicating that while infrastructure can change quickly, cultural adaptation takes time. Starting from her humble beginnings and traversing through various roles, Vineeta has been pivotal in championing the cause of diversity and inclusion within the manufacturing industry. She emphasizes the importance of looking beyond traditional recruitment paradigms, advocating for a broader, more inclusive approach. “One is while you know you want to hire more women candidates, you need to be open to bringing women from other sectors or other functions,” Vineeta advises.
Vineeta’s insights into the infrastructural and cultural evolution within manufacturing shed light on the nuanced dynamics of creating more inclusive workplaces. By addressing both the tangible and intangible barriers women face, she underscores the importance of a holistic approach to inclusion—one that goes beyond physical amenities to foster a workplace culture that truly embraces diversity. This dual focus not only benefits women in manufacturing but enriches the industry as a whole, driving innovation and growth through diversity.
Reflecting on the progress over the past decade, Vineeta is optimistic about the future of women in manufacturing. She acknowledges the increasing interest among women in the sector and the gradual shift in corporate practices to accommodate and encourage female participation. “So now we are at the stage where we can say a lot of work has happened, a lot of candidates are available there,” Vineeta observes, pointing towards a future where women’s presence in manufacturing is normalized and celebrated. Through her work, Vineeta continues to inspire and facilitate the entry and success of women in manufacturing, paving the way for a more diverse, dynamic, and innovative industry.