Link –https://www.linkedin.com/pulse/mental-health-inclusion-one-size-does-fit-all-aron-she-her-hers–zlr7c/?trackingId=MIxnRe6bQruhpeer2OopBQ%3D%3D

They said, “We are doing them a favour by hiring them, why do we have to pay?”

Our PwD recruitment team repeated the words of a talent acquisition lead of a leading IT company. I was taken aback, slightly irritated, not very surprised.

The conversation around hiring Persons with Disabilities (PwD) has, for too long, been viewed as charity, CSR, good to do, something driven primarily by NGOs and foundations, and adopted by organisations as a well-intentioned reputation building activity. The notion that companies are “doing a favour” by considering PwD candidates is not just patronising; it is a significant barrier to building genuinely inclusive culture and diverse and high-performing teams.

Placing talented PwD candidates should not be an uphill task, but it often is because many organisations fail to recognise that this is a strategic business imperative, not a corporate social responsibility (CSR) checkbox. The difficulty arises from outdated stereotypes, assumptions about productivity, capability, education and ambition of Persons with disability. inefficient processes, and a lack of empowerment within the HR function itself.

1. The End of the “Favour” Narrative: A Mutually Beneficial Partnership

The first mindset that needs dismantling is the charity model. When a company hires a PwD candidate, it is not a one-sided act of benevolence. The employer gains access to a vast, often overlooked pool of talent that brings unique problem-solving skills, resilience, and diverse perspectives crucial for innovation. The candidate, in turn, gains an opportunity with an organisation that is, or is committed to becoming, truly inclusive. This is a symbiotic relationship. An organisation intentionally building ramps, both physical and procedural, signals a modern, adaptable, and empathetic culture attractive to ‘all’ top talent, not just PwD. The uphill battle begins when companies approach this as a concession rather than a competitive advantage in the war for talent.

2. Meritocracy and Compensation: Disability ≠ Lower Productivity

A pervasive and damaging myth is that disability inherently correlates with lower productivity or an inability to meet Key Result Areas (KRAs). This unconscious (and sometimes conscious) bias is a major reason for the reluctance in hiring and for offering lower Compensation and Total Cost (CTC) packages. This assumption is not only incorrect but ethically wrong. A candidate’s disability may require reasonable accommodations, a screen reader for a visually impaired employee, a flexible schedule for someone with a chronic condition but these are tools, not indicators of diminished capability and productivity. The core skills, qualifications, and experience are what determine the role and its corresponding salary. Offering a lower CTC to a PwD candidate for the same role is discriminatory and instantly devalues the talent the company claims to seek. True inclusion means evaluating candidates on their merit and compensating them fairly for the value they bring.

3. The Pace of Modern Hiring: Respecting the Candidate’s Time

In today’s fast-paced job market, top candidates, regardless of disability, are not going to be waiting around for weeks. A protracted hiring process, where candidates are left hanging for weeks or months between interview rounds, is a recipe for losing the best people. This is especially critical for PwD candidates who may have faced repeated rejection and are highly attuned to signals of a company’s genuine commitment. An inefficient process signals disorganisation, indecision, and a lack of respect for the candidate’s time and other opportunities. If an organisation is serious about inclusion, it must streamline its hiring timeline. Speedy, transparent communication is not a special accommodation; it is a hallmark of a professional and respectful talent acquisition strategy.

4. The Criticality of Constructive Feedback

The silence that often follows a rejection is deafening and damaging. For PwD candidates, who may be navigating a system fraught with unspoken biases, the absence of constructive feedback widens an already significant trust deficit. A generic “we decided to move forward with another candidate” offers no path for growth and reinforces feelings of exclusion. Providing specific, actionable feedback focused on skills or experience gaps, not the disability is essential. It demonstrates respect for the candidate’s effort and investment in the process. This practice builds a positive employer brand, even among those not selected, and fosters a reputation as a company that values growth and transparency.

5. Empowering HR as a Strategic Partner, Not a Processor

Finally, the uphill task persists because Talent Acquisition (TA) and HR teams are often not empowered as strategic decision-makers. They are frequently seen as administrators who simply execute the wishes of hiring managers. For inclusion to work, this must change. HR must have the mandate and the skills to sensitise hiring managers. This includes training on inclusive interviewing techniques, recognising and mitigating unconscious bias, and making swift, collaborative decisions. HR should be the custodian of the inclusive hiring strategy, equipped to challenge hiring managers when biases emerge and to advocate for candidates based on merit and potential, not just familiar profiles.

The challenge of placing PwD candidates is not inherent to the candidates themselves, but to the systems and mindsets of the employers. The path forward requires a fundamental shift: from charity to strategy, from assumption to evidence-based evaluation, from sluggish bureaucracy to agile respect, from opaque silence to constructive dialogue, and from a compliant HR function to an empowered, strategic partner. When organisations make this shift, they will find that what seemed like an uphill task was merely the path to building a stronger, more innovative, and truly inclusive workforce.

Link – https://www.linkedin.com/pulse/beyond-charity-why-true-disability-inclusion-requires-sonica-hu8qc

All of us have been through a crazy last few years, the pandemic, demonetization, multiple wars and other uncertainties… all impacting our lives and teaching us lessons. It was tough but it passed …

But, life’s most profound lessons often come from the most unexpected places. Recently, my family and I were hit with a loss that was immensely heartbreaking. Our 5-year-old Labrador, Daenerys, passed away. She wasn’t ill, weak, or old. A sudden, vicious illness took her from perfect health to gone in just 48 hours. The shock was paralyzing. It’s been three weeks, and our family is still grieving.

Three days after she passed, I was standing in front of an audience, about to start a session. On autopilot, I began my standard introduction: “I am Sonica Aron, I have 2 kids, 1 dog, 2 cats, and 1 husband.” But this time, after I said my name, my throat constricted. The next words stuck, a painful lump of reality. I could no longer say “I have 1 dog.” The grief was a physical force.

At that moment, I had a choice: to freeze, to break down, or to push on. I walked over to a bottle of water, took a deliberate sip, and made a silent promise to myself for a quiet moment of pampering later. I finished the introduction, and the session, drawing strength from a simple decision: I will not let the fall define my stance.

That evening, I crystallized what these experiences have been trying to teach me:

1. There is no running away or escaping from difficult emotions. It is best to acknowledge, feel and face them.
2. One day at a time. Sometimes, one hour at a time is all you can manage. And that’s enough.
3. Do your best each day, and then try a little more. Your best looks different on different days. Honour that.
4. Acknowledge every emotion. This is the most crucial step. It’s where you listen to yourself and offer yourself the kindness you would extend to a dear friend.
5. Speak to people who truly matter. In the three weeks after Daenerys passed, I called old friends from college, a confidante from my early career, a team member on sabbatical. These weren’t networking calls. They were calls for human connection, for the balm of a familiar voice that makes you smile through tears.
6. And Lastly Time is the best healer. It doesn’t erase, but it softens the edges of the pain. This too shall pass.

Life will continue to throw challenges our way. That is its nature. But we have absolute control over our response. We can choose to show up, even with a broken heart. We can choose to find one thing to be grateful for each day. We can choose to be kind to ourselves.

So, to all my friends and connections out there struggling with a layoff, a toxic work environment, financial trouble, or a personal loss: please hang in there. Be gentle with yourself. Acknowledge the fall. But then, take that one small step. Just show up. This too shall pass!

Link – https://www.linkedin.com/pulse/life-happens-how-we-show-up-everything-sonica-aron-she-her-hers–cfwnc/?trackingId=5ifmFn%2ByTICVoBW7Mbq1zw%3D%3D

We all spin a cocoon around ourselves. It’s woven from routine, comfort, and the familiar. It feels safe. But a cocoon isn’t meant to be a permanent residence; it’s a transitional space for transformation. The choice is simple: break out on your own terms, or wait for life to forcibly tear the walls down. The latter is always more painful. Here’s how to choose the former.

1. Evolve or Become Irrelevant

The world does not pause for anyone. Clinging to outdated methods, ideas, or pride is a fast track to irrelevance. Embrace change not as a threat, but as the very currency of growth. This requires a radical dose of humility. It’s admitting, “I was wrong.” It’s seeking to learn from someone younger, less experienced, but more knowledgeable in a new domain.

Being wrong is a data point. Being rigid is a death sentence. The ability to pivot, adapt, and shed old skin is the superpower of our time. Don’t let your identity get so fused with your current way of being that you can’t imagine a new one. Your relevance depends on your flexibility.

2. The Lifeline You’re Neglecting: Your Friends

I recently watched a heartbreaking episode of  “The Morning Show” where a character, Hannah, reached out to a friend in crisis, only to be met with fury. Why? She had missed the friend’s baby shower and farewell. She’d been “too busy.” The friend’s pain was palpable: “You don’t get to just show up when you need something.”

This hit home. Two weeks ago, I lost my 5-year-old dog. In the crushing loneliness of grief, I realized with stark clarity how I had let so many profound friendships fade. The people who truly knew and loved me were not present because I had been absent.

This is the wake-up call: As we get older, we don’t need more acquaintances; we need our friends. The ones who knew us before our job title defined us. Nurturing these bonds cannot be a passive act. It requires an active, intentional effort to reach out not because you need a favor, but because you value their presence in your life. Invest in your friendship bank, because one day, you will need to make a withdrawal on love and support.

3. The Dangerous Illusion of “I’m Too Busy”

We hide behind the shield of busyness. We leave messages on “read,” ignore emails, and decline invites, perpetuating the illusion that being unavailable signifies importance. This is a trap. The “I’m too senior to be available” mindset is a one-way ticket to isolation.

A single line of acknowledgement “Got this, swamped but will reply properly later!” takes less than a minute. It provides closure, shows respect, and maintains a bridge. People remember how you made them feel, and consistently making them feel ignored is a surefire way to find no one there when your cocoon finally cracks.

Break out before you’re broken out of. Choose evolution over rigidity. Choose connection over convenience. Choose humility over hubris. Tear down the walls yourself, and step into a world that is waiting for the evolved, connected, and present  #ButterflyYouAreMeantToBe. Your future self will thank you for it.

Link – https://www.linkedin.com/pulse/dont-get-comfortable-your-cocoon-art-intentional-aron-she-her-hers–j1ljc/?trackingId=5TIKPDZNTMyAwuvoHjltaA%3D%3D

My son was born in 2008. Maternity leave in India then was 12 weeks, 84 days, just short of 3 months. As my maternity leave was about to end, I called my manager.

“What do you want?” he asked. My request was simple: continue my pre-maternity role with a few accommodations– first half from office, second half from home. In an era where broadband was just starting, most people worked on desktops, there was no concept of remote work/ work from home; zoom/MS teams did not exist, this was a tall ask.

To my immense relief, My manager got the necessary approvals and made it happen. His ask- don’t let anything fall between the cracks and you are fully accountable for your deliverables. A fair ask.

For three months, it worked. I delivered results, navigated motherhood, and believed balance was possible. Then, leadership changed. The new leader saw not a productive employee adapting brilliantly, but “favouritism.” My consistent performance over 4 years seemed irrelevant.  All that was visible was my ‘motherhood status’ and the ‘accommodations’ which were taken away.

It made my continuing to work in the same role difficult. I asked for a role and location change, where I could leave my child in family care.  It was a compromise. I did not like the new role, I tried to adjust, but could not and I Quit the organisation I loved.

My story isn’t unique; it’s just an anecdote of how sometimes managers can haemorrhage female talent at the critical mid-career juncture, a phenomenon starkly quantified as the “Hourglass Effect.”

Recent data from the Marching Sheep Inclusion Index 2025 paints a painful picture: while women constitute approximately 22% of junior management in India, they vanish from the pipeline upwards. A staggering 63% of Indian organisations have zero women in Key Managerial Positions (KMPs). Representation resurfaces at the board level, often driven by legal mandates (like the Companies Act requirement for one woman director). But this top-heavy presence is a façade, masking the catastrophic mid-level exodus.

Going deeper into the reasons

The “Primary Caregiver” Presumption: I still recall one statement that my mother-in-law made within the first week of my son being born. I had just nursed him and was longing for a nap. So I told my MIL that I will nap for 30 min, and if she could handle him. She gently told me- He is not just your child. He is everyone’s child. There is only one thing that we cannot do, that is feed him, which you have done. Now he is good for the next 2-3 hours. You go and sleep. Rest everything else, from burping, to changing, to putting to bed, any and every one of us can do.

Those few but meaningful words changed the course of my life. I was a mother, but also a wife, daughter, sister, professional, friend and all these identities are important to me, and if I want to live my life to the fullest, each of these identities need to thrive. And for that, I need to partner with others in my life to shoulder the responsibilities.

Unfortunately, despite strides in education and early careers, deep-rooted gender norms still box women as the default caregivers across many families. This translates into an invisible tax. When familial responsibilities – childcare, eldercare – intensify, often coinciding with the mid-management push, women face an impossible choice. The Economic Survey highlights a devastating statistic: 60% of Indian women aged 15-59 are engaged solely in “domestic chores,” excluded from the paid workforce. Organisations, reflecting societal biases, frequently lack robust support systems (beyond minimal legal maternity leave), assuming women will naturally scale back or leave. Managers, like my second leader, often perceive flexible arrangements not as productivity tools but as undeserved concessions and productivity drain.

Leadership = Masculine Traits: The Perception Trap: Women aspiring to leadership confront a persistent bias associating effective leadership with traditionally “masculine” traits – assertiveness, decisiveness, relentless availability. Women demonstrating these same traits risk being labelled “bossy” or “aggressive,” while those exhibiting collaborative or nurturing styles are often perceived as soft or lacking ‘executive presence’. This creates a double-bind.

Furthermore, the perception that operational roles (often a leadership pathway), especially in manufacturing or heavy industry, are “male domains” (“requires heavy lifting,” “remote locations unsafe”) further restricts opportunities, regardless of actual capability or interest . The “boys’ club” network effect persists, often denying women access to crucial projects and sponsorships essential for advancement.

Growth Demands Gendered Hoops: Relocation, Travel, Endless Hours: Career advancement, particularly into leadership, is frequently gate-kept by requirements disproportionately challenging for women bearing the primary cargiving burden.

I remember, in 2010, I was at a juncture where growth within the same organisation could be achieved only if I took an international role. While it would have been a dream come true for many, I had several familial ties. My father was terminally ill, I had a two year old child and I needed family support, my Mother in law is a single parent, so I chose not to leave the country.

Even now choices around relocations, extensive travel, and an expectation of constant late-night/ weekend availability become insurmountable barriers. Growth becomes tied to these specific, inflexible behaviours rather than pure competence, performance, or results. This system inherently disadvantages everyone, men and women alike, but statistically impacts women more, who cannot simply offload domestic responsibilities. The data shows men at entry level are 2.4 times more likely to be promoted to manager than women, significantly due to these invisible barriers and biases.

This is where structured interventions like She Returns and She Marches becomes critical. They move beyond statistics and models to providing the systemic scaffolding women and organisations need:

She Returns: Systemically Navigating the Maternity Transition: This program tackles the “maternity cliff” head-on. It’s not just about policy documents but about operationalising support. From pre-maternity to post maternity, mapping every touch point, enabling every interaction and building procedural and behavioural capability that ensures wellbeing, retention, growth and productivity of the female employee.

She Marches: Unleashing Potential at Every Level: A journey designed with the help of occupational psychologists and enables participating women talent to take charge of their success goals with confidence and chase them with focus.

The Marching Sheep Inclusion Index data confirms companies with higher gender diversity deliver 50% higher Profit After Tax (PAT). The business case is irrefutable. My story in 2008, and the ongoing exodus of countless talented women, represents a colossal waste of potential – for the women and for Incorporates.

Enough said and written, let’s get to work.

Link – https://www.linkedin.com/pulse/lower-participation-women-workplace-broken-rung-cliff-sonica-1uejc/?trackingId=5TIKPDZNTMyAwuvoHjltaA%3D%3D

Mornings at my house: two teens, one grumbling about exams, the other sulking about a stolen burger. My instinct? A lecture. Instead, I channel Dr. John Gottman. His decades of research revealed a universal truth: thriving relationships need five positive interactions for every negative one. Fall below 5:1? Disaster looms. So, I offer a muffin, ask about the chemistry test, Promise to be there for the next football match, plan a movie night and a girls day out. Five positives deployed. Crisis averted.

At work, 5:1 can be the magic answer to the dreaded question: “We know inclusion matters, but what do we actually do?”

Every microaggression a dismissed idea, a biased assumption, an exclusionary comment is a Gottman -1. It erodes trust and belonging, like slamming a door at home. Damage control isn’t enough. We need an inclusion surplus: five deliberate +1s for every -1. This shifts us from reactive defence to proactive culture-building. Address the negative? Absolutely. But the real healing comes from flooding the zone with positives.

How 5:1 Works at Work

Scenario 1: The Hiring Head-Scratcher (-1) “We don’t get qualified female candidates!” (Translation: Biases are showing.) The +5 Reset:

1. Revise Job Descriptions: Ditch “ninja/rockstar.” Use neutral language, highlight flexibility.
2. Diverse Interview Panels: Mandate varied perspectives. Train on structured interviews.
3. Build Pipelines: Partner with organisations and institutions supporting underrepresented talent.
4. Showcase Role Models: Feature diverse employees (with consent!) in recruitment.
5. Track Data: Audit sourcing and drop-off points. Fix leaks systematically.

Scenario 2: The Meeting Muddle (-1) Tanya’s idea is ignored; Pratik repackages it and gets an applause. (Soul-crushing “Hepeat.”) The +5 Reset:

1. Set Inclusive Norms: Rotate speaking order. Ban interruptions. Mandate equal airtime.
2. Amplify Marginalized Voices: “Great point, Pratik, building on Tanya’s idea about X. Tanya, can you expand?”
3. Give Credit where its due: “Thanks, Alok. As Tanya originally said…”
4. Attribute Ideas in Notes: Circulate clear summaries fast. Follow up with quiet contributors.
5. Solicit Feedback: End with: “How inclusive was this? How can we improve?”

Scenario 3: The Promotion Puzzle (-1) A high performing high potential employee (e.g., a single mom) is passed over for vague “culture fit” or “executive presence” reasons; a less experienced man advances. The +5 Pathway:

1. Demystify Criteria: Publish clear, objective promotion requirements (skills, competencies, results).
2. Diverse Calibration Panels: Audit decisions for bias. Challenge “potential” excuses.
3. Assign High-Visibility Work: Proactively offer stretch projects to underrepresented talent.
4. Formal Sponsorship: Leaders must champion diverse talent for roles, not just mentor.
5. Actionable Feedback: Give specific, development-focused guidance long before promotion cycles.

Making the 5:1 Magic Happen

• See the -1s: Train teams to recognize microaggressions and exclusion. Awareness is step one.
• Fix the Leak: Address the negatives directly yet kindly. The +5 doesn’t replace accountability.
• Be Consistent: Intentional, daily +1s rebuild trust. One-off efforts are glitter on mud.
• Measure Belonging: Track survey scores, promotion rates, retention. Data reveals the truth.
• Everyone’s Job: Especially majority allies – contribute your +5s daily.
• Progress > Perfection: Awkward tries are okay. Learn, adapt, and keep counting.

The Inclusion Surplus

Gottman taught us relationships thrive on positive momentum. Workplaces are no different. The 5:1 ratio moves inclusion from aspiration to daily action. By relentlessly generating five positives for every negative, we build reservoirs of trust and belonging. We create spaces where diverse talent isn’t just hired, but nurtured, heard, and advanced.

Stop plugging leaks. Start building your surplus. Your next +1 starts now.

Link – https://www.linkedin.com/pulse/51-rule-inclusion-your-daily-ratio-driving-belonging-sonica-agcbc/?trackingId=5TIKPDZNTMyAwuvoHjltaA%3D%3D

It’s 2025. The workplace isn’t what it used to be and that’s a good thing. There’s a growing consciousness around diversity, inclusion, and purpose. With Gen Z and Gen Y now making up 70% of the workforce, we’re seeing a shift in expectations. These generations are choosing to work with organizations that walk the talk on values. And yet, the findings from our Marching Sheep Inclusion Index 2025; India’s largest study on DEIB are a wake-up call.

We looked at 840 listed companies across 30 sectors from steel and pharma to banking, FMCG, and IT. It’s one of the most comprehensive deep dives into gender diversity and inclusion in India.

And what we found wasn’t just numbers, it was a mirror.

• 63.45% of companies had zero women in key leadership roles.
• Women make up just 22% of the total workforce, compared to the 28% urban average.
• Yet, companies with stronger gender diversity delivered 50% higher profit after tax (13.5% vs 8.9%).

As someone who’s lived this journey; thrived in sales and manufacturing, worked in remote locations, reached CXO levels; I can tell you: I wasn’t a superwoman. I struggled. I was boxed in by stereotypes and weighed down by well-meaning but unrealistic expectations. And I know I’m not alone.

The data is clear. Inclusion isn’t just good ethics; it’s good business. But despite the evidence, too many women still don’t make it past junior levels. The pipeline leaks long before leadership.

This isn’t about blame. It’s about building better. It’s about asking: What can we do differently?Because inclusion isn’t an HR initiative. It’s a business imperative. It’s not a vertical; it’s woven into every decision, every policy, every interaction. It’s a way of working. A way of being.

So here’s our invitation. To every business, every board, every leader: Let’s move from intention to impact.

• If you’re in HR partner with business, build coaching and growth programs.
• If you’re a CXO look at your leadership team. Does it reflect your workforce and your customers?
• If you’re on the board, go beyond compliance. Inclusion strengthens governance.

And if you lead a team your everyday choices matter. Who you include, who you support, who you listen to these shape your culture.

At Marching Sheep, we’ve always believed inclusion begins with voice, choice, and agency. This year’s Index is a starting point. It’s a chance to sit together and ask: How do we move forward, together? Because inclusion isn’t just a policy. It’s a strategy. It’s about people. And people drive businesses. It’s about culture. And culture is what makes a workplace feel like home.

If you’d like to read the full report or know where your company stands, drop a comment or send me a message. I’d love to share the findings. Let’s build workplaces where everyone belongs.

Link-https://www.linkedin.com/pulse/marching-sheep-inclusion-index-2025-lets-build-where-sonica-ibnfc/?trackingId=Gg2XgCSOQked3Kv0Cx2qEA%3D%3D

Almost every day there is an update where an organisation has laid off people in thousands. It is not limited to any one industry, any one geography, any one function. I get these articles as news updates in mail box. Not a very good thing to start one’s day with. But this is the harsh reality of today’s business landscape. Rapid technology advancements and adoption, the tightening noose around profits in a highly ambiguous geo-political world is making business take some harsh calls and restructure for efficiencies. This is not the first time the world has seen this, nor the last time.

The most impacted right now are the workforce, the very workforce that helped create the technology, the people who market and sell the products and services, who serve the customer or client, who work in factories to produce product, who work in labs to research and innovate, who work in offices to maintain and protect information. This article is not just about those who have been laid off (That’s for another day), this is about those who stayed back.

In the wake of relentless waves of layoffs sweeping through corporate giants like Procter & Gamble, Google, Amazon, and countless others, a toxic residue often remains long after the departure emails are sent. It’s not just the anxiety of “who’s next?” that haunts the remaining workforce, but a complex and debilitating psychological phenomenon: Survivor’s Guilt.

Survivor’s guilt is psychological distress experienced by individuals who have survived a traumatic event that others did not. Traditionally associated with disasters, combat, or accidents, it increasingly permeates workplaces decimated by restructuring and layoffs. Employees who “survive” job cuts often grapple with:

· Overthinking & Questioning: Why was I kept? Was it fair? Did I contribute to my colleague’s departure?

· Guilt & Embarrassment: Feeling undeserving of their continued employment while witnessing talented colleagues leave.

· Helplessness: Thoughts about relieved colleagues, who might have been friends, about their situation & wellbeing.

· Anxiety & Depression at the state of the things: Persistent low mood, dread, loss of motivation.

· Feeling burnt-out, overworked and angry: with reduced workforce, new processes, new technology, there is still increased workload and this leads to longer working hours and stress.

Survivor’s guilt manifests in many ways-

· Physical Symptoms: Fatigue, insomnia, changes in appetite.

· Behavioural symptoms: Quick to Anger, increased competitiveness or loss of interest, social withdrawal

At the core, survivor’s guilt leaves the workforce vulnerable to demotivation and if left unchecked can have a ripple effect on business outcomes.

· Plummeting Morale & Engagement: Employees become emotionally exhausted, disengaged, and cynical. Passion for the work evaporates.

· Cratering Productivity: Preoccupation with negative emotions and anxiety drains cognitive resources. Focus wanes, errors increase, and initiative disappears (“Why bother?”).

· Quiet Quitting & Presenteeism: Employees physically show up but mentally check out, doing the bare minimum to avoid notice, embodying the “act your wage” mentality.

· Erosion of Trust & Psychological Safety: Layoffs inherently damage trust. Survivor’s guilt amplifies this, making employees believe leadership is uncaring and the environment unsafe. Collaboration suffers.

· Unwanted Attrition: The “survivors” aren’t necessarily loyal. Feeling guilty, overburdened, and cynical, carrying trust deficit, they become prime candidates to leave once the job market improves, taking critical institutional knowledge with them. Replacing them is far costlier than retention.

· Innovation Stagnation: Lack of psychological safety & Fear stifle risk-taking and creative thinking. Employees become risk-averse, focusing only on “safe” tasks.

· Increased Absenteeism & Health Costs: The chronic stress manifests in physical and mental health issues, driving up healthcare costs and absenteeism.

The Healing Imperative

This ripple effect can undo any benefit that the organisation hoped to achieved with the restructuring and reduction of manpower. Hence it becomes imperative for organisations, and the leadership to take cognizance of this phenomenon and deal with it proactively.

It requires building trsut, psychological safety and a culture of belonging.

· Authenticity and Transparency: Communicate the ‘why’ behind layoffs and restructuring clearly and honestly (without violating confidences). Explain the business rationale, the criteria used (as much as possible), and the future vision. Avoid platitudes and sugar coating; acknowledge the pain.

· Acknowledge the Emotional Fallout Explicitly: Leaders must name the elephant in the room. Statements like “We recognize this is incredibly difficult for those remaining, and feelings of guilt or confusion are understandable” validate experiences and open the door for support.

· Provide emotional health programs: Enable employees to recognise emotions, decode them and deal with them. Emotion resilience sessions help build resilient organisations. Enable managers to nurture Psychologically safe team environments.

· Re-Structure Workloads Realistically and steer clear of the efficiency trap: Layoffs mean remaining staff absorb more work. HR must work with managers to prioritize, deprioritize, or eliminate tasks. Unrealistic expectations fuel burnout and resentment.

· Re-Build Connection & Community: Facilitate team sessions (voluntary), safe spaces,  to process the event safely, guided by a facilitator. Encourage peer support networks. Make space for people to reconnect.

· Train Managers as Frontline Responders: Equip managers with the skills to have empathetic conversations, recognize signs of survivor’s guilt, provide psychological safety, manage workloads effectively, and navigate their ‘own’ complex emotions.

· Reinforce Value & Purpose: Clearly communicate the value each remaining employee brings to the new path forward. Reconnect their work to the company’s mission and renewed goals. Recognition for navigating this difficult period is vital.

· Mitigate the “Social Media Amplification” Effect: Layoffs are public spectacles. Remaining employees see departed colleagues’ posts and news articles, fueling anxiety and anger. HR must proactively address the narrative internally with even more transparency and support.

· Focus on the Middle Managers: Often squeezed the hardest – executing layoffs, absorbing workload, managing traumatized teams, while experiencing guilt themselves. They need intensive support, clear direction, and reduced bureaucratic burdens.

· Invest in “Human Infrastructure”: Post-layoff, redirect ‘some’ saved payroll costs into bolstering the “human infrastructure”: more robust mental health benefits, manager training, team building, and culture initiatives focused explicitly on healing and rebuilding trust. This is an investment in productivity and retention.

Survivor’s guilt is not a personal failing; it’s a human response to a significant and traumatic organizational event. The recent spate of mass layoffs has created a landscape littered with walking wounded. Companies that ignore this emotional fallout do so at their peril, facing disengagement, attrition, and a crippled ability to recover. HR leaders must step up boldly into the role of healers and architects of a culture built of psychological safety and belonging. By prioritizing transparency, compassionate support, realistic workloads, and the rebuilding of trust and community, organizations can transform surviving employees from burdened, mistrusting individuals into resilient, re-engaged contributors. In the harsh reality of modern business, tending to the human infrastructure isn’t just ethical or moral; it’s the bedrock of sustainable recovery and future success. The choice is clear: manage the trauma or manage the decline.

Link-https://www.linkedin.com/pulse/lingering-shadow-survivors-guilt-workplace-how-hr-sonica-tegxc/?trackingId=edvzzWymMMbdWI1sQR99rg%3D%3D

Motherhood is often painted as a picture-perfect moment—the glowing mother, the peaceful baby, the joyful family. But for many women, especially first-time mothers, the journey feels far from picture-perfect. It’s filled with doubts, sleepless nights, identity shifts, unspoken guilt, and expectations—most of which no one prepares you for.

At Marching Sheep, we work closely with women navigating life transitions, and motherhood is one of the most discussed and challenged of them all. This article is an attempt to hold space for every mother who’s ever felt overwhelmed, unseen, or alone in her experience.

Your body doesn’t just “bounce back”—and that’s okay.
Let’s begin with the most visible change. Pregnancy and childbirth transform your body in ways that are powerful, beautiful, and deeply human. Yet, society continues to glorify women who “bounce back” to their pre-pregnancy size within weeks.

What no one tells you is that your body has done something extraordinary. It’s been a home, a source of nourishment, and a channel of life. It deserves rest, respect, and recovery—not pressure to shrink.

You might experience hair loss, swelling, hormonal acne, stitches that don’t heal as quickly as you’d hoped, or just an unfamiliar feeling of disconnection from your own body. And all of it is valid.

Take the pressure off. Your body is healing, not failing.

Postpartum is more than a phase—it’s a storm of changes.

Postpartum depression is talked about now, but not nearly enough. And beyond depression, there’s also anxiety, mood swings, rage, numbness, and an unexpected sense of loneliness, despite being surrounded by many people.

You may not instantly feel attached to your baby. You may cry without knowing why. You may miss your old life and feel guilty for it. These are not signs of weakness—they are signs of real, raw motherhood.

And support here is key. Don’t be afraid to reach out—for therapy, for a friend’s ear, or just to say, “I’m not okay today.” That’s brave, not broken.

Breastfeeding isn’t always natural—and it can be hard.

There’s a narrative that breastfeeding is instinctive and many first time mothers are caught unawares. For some strange reason even doctors do not prepare first time mothers for this. Most first time mothers experience pain, latching issues, low milk supply, mastitis. The sound of a hungry wailing baby and the inability to feed heightens guilt and depression. The tussle between letting the baby have formula milk and the guilt is tiring.

No one tells you that breastfeeding can feel like a full-time job, that it takes 3 to 5 days to normalise—and that it’s okay to supplement till then. What matters is that your baby is fed, and you are mentally and physically well.

You’re not a “lesser” mother for doing what works best for you and your baby.

You might feel isolated—even when surrounded by people.

You’ll be visited, celebrated, and showered with advice. Even when you want to be left alone and just rest. It is ok to draw boundaries and let people know when you want to be visited.

Then comes the road to getting to know your baby and settling into a rhythm.

The silence between feeds. The endless diapers. The feeling that your world has shrunk to one room, one baby, one routine.

What first-time mothers often don’t hear is this: It’s okay to feel this way. You haven’t lost yourself—you’re slowly becoming someone new.

Find small ways to reconnect with yourself. Step outside for a walk. Call a friend. Journal. Do nothing for five minutes. These moments will help you hold on to “you” while embracing “mom.”

Support from your relatives matters more than you think.

Your relationship with your parents, in-laws, siblings can shape your postpartum experience in many ways—especially in Indian households. A kind word, a helping hand, or simply someone holding the baby so you can sleep can mean the world.

Unfortunately, many new mothers feel that they have to do everything themselves. Stemming from possessiveness,or insecurity, or fear of being judged, or simply being a perfectionist, or not having built or nurtured relationships, many mothers find themselves in a situation where they do not have familial support.

To every new mother reading this: Support of loved ones is powerful. It helps you heal and recover faster.

You will be bombarded with advice—learn to filter it.

Everyone will have an opinion—how to hold the baby, what to feed, when to sleep train, which oil to use. Some will be helpful, some will not. And some will make you question yourself.

Here’s a truth no one says enough: You can say no. You can smile, nod, and do things your way. You know your baby best. Trust your instincts. Learn, unlearn, and keep what feels right for you.

Motherhood doesn’t come with a one-size-fits-all manual. It’s a constantly evolving relationship.

You may feel like you’ve lost yourself—and that can be scary.

You’re no longer just you. You’re someone’s mother now. And that can feel incredibly grounding and terrifying at the same time.

Your identity shifts—from professional to parent, from partner to caregiver. You may miss your work, your wardrobe, your independence. And you might feel guilty for wanting those things back.

Here’s the truth: You can be a mother and still have your own life. Just give it time.with prioritising, delegation, co-parenting, it will work out.

There’s no perfect mother. And striving for perfection will only drain you.

Social media shows mothers as curated haloes—Homes that look like 5 star hotels, dinner tables that look like a master chef contest, a mother who has just walked off the ramp and a cuddly gurgling baby. But behind every post, there are meltdowns, messy kitchens, and moments of complete exhaustion.

Don’t chase perfection. Look for presence. Choose connection. Some days you’ll be patient. Some days you’ll lose it. And that’s okay. Your child needs a real, grounded, emotionally available parent—not a perfect one.

You are allowed to ask for help. You are allowed to rest.

You don’t have to do it all alone. You shouldn’t.

Parenting was never meant to be a one-person show. Let people help. Let your partner carry the load. Let your family support you. Hire help if you can afford it. Sleep when you need it. Eat what you crave. Cry if you must.

You’re not a machine. You’re a human being. A woman learning to navigate new terrain.

Joy will hit you in unexpected moments. Feel it.

That gummy smile. That first time they make eye contact. That strong grip. That quiet moment when they fall asleep on your chest.

These moments will come. Slowly, quietly, like tiny gifts that soften the tough days. Let them in. Hold them close. Let yourself feel joy—even in the middle of chaos.

In closing…

Motherhood is not a finish line to be crossed or a checklist to be completed. It’s a complex, evolving, deeply personal journey.

And as a first-time mother, what you truly need is not judgment or pressure—but support, understanding, and space to grow into your role.

At Marching Sheep, we believe in inclusive ecosystems—at home and at work—where women feel seen and supported across life stages. And motherhood is one of the most talked about, judged yet least supported stages.

If you’re a first-time mother reading this: You’re not alone. You’re doing more than enough. And you deserve kindness—from others and from yourself.

Link –  Things No One Tells First-Time Mothers

There are moments in one’s journey that stay with you—not because they were the most successful or happiest, but because they made you stop, reflect, and change.

One such moment was many years back, when we first began our DE&I journey.

It started like any other hiring decision. We had a new team member as an HR consultant at Marching Sheep. During the selection process, she came across as bright, driven, and passionate about the field—her aspirations aligned beautifully with what we stood for. I believed she could do great things.

But a few months in, something wasn’t working. I noticed she was struggling with execution. Tasks took longer than usual. Follow-through on details wasn’t consistent, and documents often came back with errors. Since the pandemic was at its peak, we were all working remotely, and virtual communication was key to seamless coordination and communication. The team often found the team member unresponsive, not for hours but for days.

There were multiple rounds of feedback, two-way conversations on how we could help, to understand where she was struggling and to help her meet the expectations. But after 4 months, I decided to put her on a Performance Improvement Plan (PIP). It was a difficult call, but a necessary one.

During that first conversation, she opened—she had dyslexia. Until that moment, I had no idea. And to be honest, I had never considered that she could be struggling with a neurodiverse condition. I had no idea, in that moment, how to be a manager to a person with dyslexia.  I didn’t know much about dyslexia either except for having watched the movie ‘Taare Zameen Par.’ And I felt ashamed.

I heard her out, how she was trying to cope. I asked her why she did not reveal earlier, and she shared how she had been rejected in every interview where she disclosed. I closed the meeting with candidly telling her that I did not know how, but we will work something out.

I realised I needed to understand better. I began reading, asking questions, and reflecting.

What stayed with me was this—she didn’t know about her dyslexia for most of her life. She just assumed she wasn’t quick enough or organised enough. Imagine living with that weight of self-doubt, every single day. She had gone through life assuming that her challenges were just personal shortcomings, not something neurological or systemic. That stayed with me.

After her disclosure, we had a team conversation—open, honest, and deeply human. We realigned her responsibilities, leaning into her strengths: ideation, strategy, storytelling. She wasn’t a fit for a fast-paced, execution-heavy role, and that was okay. We created space for her to contribute in ways that worked for her.

Her role evolved. We created a space where she could still contribute meaningfully without burning out.

We also did something new. We gathered in a “heart circle”—a safe space where every team member shared something personal. Stories of anxiety, grief, divorce, burnout. And then, she shared her story of discovering dyslexia. That moment shifted something—within the team and within me.

Despite all this, I know we didn’t get everything right. The role eventually became a toned-down version of what she had originally aspired for, and that frustrated her. She had personal challenges. Her eyes were sensitive to screen light. She needed more support than we knew how to provide at the time, and she eventually left. We tried — we tried harder — but sometimes, intent alone isn’t enough.

This experience—along with many others—opened my eyes to the world of hidden disabilities: neurodivergence, mental health conditions, learning challenges, chronic illnesses. They don’t always show up on the surface. Often, even the individual navigating them doesn’t have the language or diagnosis. So how do we expect our workplaces to respond?

This is where Marching Sheep as an organization becomes so much more than an HR consulting. We’re not just here to solve people problems. We’re here to help organizations become human-centred ecosystems. We work at the intersection of business outcomes and lived experiences—where inclusive policies, leadership development, and empathy come together.

And this is why I started 21 Marching.

It’s an initiative that started as candid conversations that brought to light 21 lived experiences of Persons with Disabilities (PwDs)— of each of the 21 disabilities covered under the RPWD act. These were weekly conversations that went on for 6 months, but this was just scratching the tip of the iceberg. We then launched deeper research. 18 months of engaging with Persons with disabilities, their caregivers, employers, allies, understanding statutes, not just in India but across 19 countries. The outcome- The copywrited Playbook- 21 Marching- Building disability Confident organizations which has helped many organizations start their journey towards PwD inclusion.

Inclusion is a journey, and our purpose is to make a difference to People’s lives and careers. In the process of research, we built a strong network and community, people eager to take charge of their careers, livelihood, and financial independence. So, for the first time, Team Marching Sheep took on recruitment assignments. Here again, we do it our way.

Each candidate is handheld and explained the role, the company, and industry in detail before forwarding their resume. Once selected, we keep in touch with the candidate. Our purpose is simply not to get numbers done, but to make sure that the candidates we place have a long-term flourishing career with the company they join.

Inclusion isn’t about grand gestures. It’s about intention. It’s about asking the right questions and doing the right thing- one step at a time.

• What do you need?
• How can I support you better?

At Marching Sheep, we say this often— “From intent to action.” That’s not just a line. It’s a daily commitment.

We can’t always get everything right. But when we know better, we must do better. 21 Marching is my invitation—to organisations, leaders, teams, and even to us—to pause, reflect, and move from awareness to action.

Explore the stories here: 21 Marching

Let’s march, together.

— Sonica

Link –  Why I Started 21 Marching

From symbolic gestures to systemic change—what new-age allyship looks like and where most organizations still fall short.

Every June, rainbows flood social media feeds, company logos transform into multicolour mosaics, and allyship becomes a trending topic. Pride Month is a powerful reminder of the long road the LGBTQIA+ community has travelled—and the miles yet to go. But as we step into 2025, it’s time to ask: Is corporate allyship evolving beyond the rainbow? Or are we still stuck in performative rituals?

At Marching Sheep, we’ve spent the last decade working closely with organisations to shape inclusive ecosystems—ones that go beyond campaigns and celebrations. What we’re seeing in 2025 is both heartening and cautionary. The conversation around allyship is getting more nuanced, more intersectional, and more systemic. Yet, in many places, the action is still limited to what is visible, safe, and surface-level.

So, what does authentic allyship look like in 2025—and how can organisations embed it meaningfully?

From Visibility to Vulnerability: The Shift in Allyship

Corporate allyship used to be about visibility—participating in Pride parades, putting up posters, launching themed merchandise. While these gestures helped normalise LGBTQIA+ presence at work, they rarely scratched the surface of deeper issues like bias in hiring, lack of leadership representation, or microaggressions in everyday interactions.

In 2025, the definition of allyship has evolved. It is no longer about standing up for someone—it’s about standing with them. It’s about creating systems where LGBTQIA+ voices are not just heard but empowered. It’s about uncomfortable conversations, consistent accountability, and courageous leadership.

Where Most Organisations Still Fall Short

Despite good intentions, many organisations continue to make three critical mistakes:

1. Performative Over Policy

They celebrate Pride but have no gender-neutral bathrooms. They post inclusive graphics but don’t review their hiring or appraisal systems for unconscious bias. True inclusion cannot exist without inclusive policies, infrastructure and practices.

2. Silence in the Face of Discrimination

Allyship isn’t about being loud during Pride Month and silent the rest of the year. When organisations fail to act on instances of homophobia or transphobia, they send a clear message—that inclusion is optional, not essential.

3. One-Size-Fits-All Programs

Many companies still treat the LGBTQIA+ community as a monolith. Allyship cannot be templatized. It must be intersectional, understanding that queerness intersects with gender, caste, socio-economic status, neurodiversity, and more.

What New-Age Allyship Looks Like

At Marching Sheep, we believe allyship is a daily practice—not a project. It starts with introspection, leads to education, and culminates in institutional change. Here’s what we’re helping organisations build in 2025:

1. Inclusive Policies and Benefits

• Health insurance that covers same-sex partners and gender-affirmation surgeries
• Gender-neutral parental leave policies
• Safe transition support for transgender and non-binary employees
• Zero-tolerance anti-discrimination policies with real teeth

2. Hiring for Representation

We work with hiring teams to audit JDs for gendered language, build queer-friendly interview panels, and create pathways for LGBTQIA+ professionals into leadership roles. Because diversity without equity is for show.

3. Micro-Interventions That Matter

• Renaming forms to include “Chosen name” and “self-identified gender”
• Normalizing pronoun-sharing in email signatures and meetings
• Equipping managers with inclusive language guides and response protocols

4. Creating Safe Spaces

Not just physically, but emotionally. Allyship is about psychological safety. Employees should feel seen, respected, and free to be their authentic selves without fear of ridicule or retaliation.

One of our most impactful interventions this year has been helping organizations set up Employee Resource Groups (ERGs) that are led by the community but funded and protected by leadership.

A Culture of Accountability

True allyship demands measurable impact. That’s why we help companies track:

• LGBTQIA+ representation across levels
• Inclusion scores in employee engagement surveys
• Feedback from ERGs
• Reporting and redressal data around discriminatory behavior

Because what gets measured gets managed—and what gets managed creates momentum.

Marching With Pride—Every Day of the Year

At Marching Sheep, we don’t believe in ticking boxes. We believe in building capacity, capability, and compassion within organisations. Through our Organisation of Allies framework, we help companies:

• Train leaders to be visible, vocal allies
• Embed inclusion in onboarding, appraisals, and team rituals
• Design interventions that are not tokenistic but transformational
• Celebrate identities without commodifying them
• Shift from awareness to action to advocacy

Because for us, inclusion is not a side project—it’s the foundation of resilient, future-ready organizations.

The Road Ahead

Corporate allyship in 2025 is standing at a crossroads. The rainbow is no longer enough. We must build cultures where authenticity is not just accepted but celebrated, where allyship is not episodic but embedded.

Let’s not wait for Pride Month to reflect on inclusion. Let’s make inclusion a daily choice, a leadership mandate, and a shared responsibility. Because beyond the rainbow, there’s a world waiting to be seen, heard and embraced. And that’s where real allyship begins.

Link – Beyond the Rainbow: How Corporate Allyship is Evolving in 2025

India stands at historic crossroads. As the world’s youngest country, we are projected to have the largest workforce globally within the next decade. But with this opportunity comes responsibility.

We are currently navigating the needs of a minimum of at least four generations at work – Baby Boomers, Gen X, Gen Y(Millennials) and Gen Z, each bringing their unique perspectives, challenges, and expectations. From Gen Z’s emphasis on mental health and flexibility to Baby Boomers managing chronic conditions and planning for retirement, wellbeing must be personal, inclusive, and future-ready. It is therefore time for India Inc. to look beyond one-size-fits-all wellness programs.

Why Corporate Wellbeing Must Evolve Now

The workplace of today and tomorrow demands more than gym memberships and annual health checkups. The realities of modern work—be it hybrid models, economic uncertainty, rising burnout, or caregiving responsibilities—requires a multi-pronged approach to employee wellbeing that spans: Mental, Emotional, Financial, and Physical Health.

73% of Indian employees expect their employer to provide holistic wellbeing benefits including financial and mental health support, according to Mercer Marsh Benefits Survey, 2023.

Removing Mental Health Stigma Starts at the Office

According to a survey by Deloitte India, 2022, $14 billion is lost annually in India due to mental health-related issues like absenteeism, and attrition.

As India makes economic progress, mental health stigma lingers—and often shows up at work. The office can and must be the frontline of change. Leaders could take the lead, by actively advocating for therapy, normalizing conversations around burnout and anxiety, and ensuring policies protect and support mental wellness.

Mental health champions, first-aiders, manager training, anonymous counseling support, and flexible work hours can shift culture from silence to support. When the workplace becomes a safe space, it has a ripple effect into homes, communities, and across generations. (For example, as a first-time mother, I am becoming so much more aware, intentional and sensitive to how my own health – mental and physical has an impact on my parents, my spouse, my sibling and my child.)

Who We Call Family is Evolving — So Must Our Policies

The traditional definition of family is evolving—and so must our approach to health benefits. Today’s employees may live-in with their partners or be single parents. They may also choose to have children through adoption or surrogacy. Many corporate policies are yet to include critical benefits such as insurance coverage for all partners (married or otherwise) or for surrogacy and fertility treatments support.

In fact, only 5% of organizations in India cover same-sex partners under employee health benefits, as reported in the Equiv.in Workplace Inclusion Study, 2023.

Inclusive benefits must extend to all loved ones—not just spouses defined by traditional, typical and outdated frameworks. Whether it is access to medical insurance, parental leave, or mental health support, organizations must acknowledge and celebrate the diversity of families in India today.

Workplace wellbeing, for Persons with Disabilities (PWDs)

When India Inc. charts the course for PWDs, we must move beyond accessibility checkboxes to intentional, human-centered design. Wellbeing frameworks must recognize that PwDs may navigate unique stressors—from physical and digital barriers to social exclusion and unconscious bias.

This calls for customized benefits, such as accessible mental health platforms, assistive tech subsidies, flexible work arrangements, and caregiver support. As we reimagine the future of work, centering disability inclusion in wellbeing is not just the right thing to do—it is the smart thing to do.

Inclusion is a Health Strategy

Inclusion and wellbeing go hand in hand. For India’s multigenerational, multilingual, and socioeconomically diverse workforce, how do we design health interventions that are equitable and accessible? Sharing a few ideas on the same:

• Communicate in regional languages to bridge literacy gaps.
• Offer telehealth or mobile services for employees in tier-2/3 cities.
• Normalize mental health support through leadership role modeling and peer champions.
• My personal favourite – Create feedback loops to continuously adapt offerings based on employee voice.

The Power of Personalization: Choice is the New Currency

A growing workforce of young, diverse professionals demands autonomy. What works for a 25-year-old single employee might not serve a 45-year-old caregiver or a 55-year-old nearing retirement.

Flexibility and choice must be at the heart of corporate health benefits. Whether it is customizing insurance plans, offering mental health days, menstrual leave, fertility support, creches, sabbaticals, or access to financial advisors—organizations must empower individuals to shape their own wellbeing journeys.

Imagine a future where employees choose from a benefits “menu” tailored to their life stage, cultural background, gender identity, or neurodiversity needs. That is the future-forward approach we as representatives of diverse organizations must lead.

In Conclusion: Health is Everyone’s Business

Remember: healthy companies are built by healthy people. And the future of work in India will thrive only when we prioritize health equity, choice, and empathy.

By investing in whole-person wellbeing today—mental, emotional, financial, and physical—we are not just supporting our employees, we are honoring their contribution and future-proofing our organizations.

As we choose health and flexibility, let us build a workplace where every person and every family belongs and thrives.

Link-  Reimagining Wellbeing at Work: Building a Healthier Future for India’s Multigenerational Workforce