Bhavna Mishra Nanda is an accomplished marketing and public relations leader with over 18 years of experience across top hospitality and insurance brands. Currently Director of Marketing at Holiday Inn Express (IHG), she leads marketing for 12 hotels in India and was recently named Hotelier India’s 2024 “Best Marketing & PR Person of the Year.”
In an insightful interaction with Women Entrepreneurs Review Magazine, Bhavna shares her insights on the evolving landscape for mid-to-senior-level women professionals, highlighting the need for deeper structural and cultural shifts to support career continuity, especially post-maternity and amid increasing leadership and care giving demands.
How do you see the current landscape of mid-to-senior-level women professionals shifting, especially with the increasing pressure of balancing leadership roles and domestic responsibilities?
The data is optimistic; as per Grant Thornton's International Business Report, 36 percent of senior positions in mid-sized businesses are held by women in India, versus the global average of 32 percent. In the same breath, there is no denying the fact that juggling a professional leadership role with domestic responsibilities remains a key challenge. Companies have identified this and are going to great lengths to accommodate the women in the workforce through embracing flexible work arrangements & inclusive leadership initiatives. Cultural shifts towards shared domestic responsibilities and supportive workplace policies are vital for empowering women and easing the “double burden”. As businesses increasingly value diverse leadership, creating environments where women can succeed both professionally and personally is becoming an essential priority.
Beyond flexible policies, what structural or cultural changes do you think organizations need to implement to prevent mid-career women from feeling compelled to exit the workforce?
Most women opt out of the mainstream career journey at the mid-management level, as it coincides with planning a family. To ensure that women remain empowered to stay in the workforce, organizations must champion lasting structural and cultural change. Frequent mentorship to navigate professional challenges & fair access to promotions ensure that leadership opportunities are merit-based. Transparent evaluation practices and equal pay further solidify trust, showing women that their contributions are valued. Most importantly, engaging women in critical decision-making signals a genuine commitment to diversity, creating a workplace where their aspirations can flourish without compromise.
With career breaks often impacting long-term growth, how can businesses redefine leadership pipelines to ensure that maternity or caregiving gaps don’t stall a woman’s trajectory?
Attrition of women in the workforce post-maternity is the highest due to lack of proper childcare infrastructure at home and outside as well. If at all, there is a maternity break of a couple of years, organizations should normalize career breaks through transparent policies, erasing the stigma and bias in hiring or promotions for women who are returning to work after a maternity break. To ensure that maternity or caregiving breaks don’t hinder women's career progression, organizations must act decisively to redefine leadership pipelines. Leadership pathways must prioritize talent and potential over uninterrupted career timelines, ensuring advancement is accessible to all. Tailored mentorship and sponsorship initiatives can accelerate growth, signalling genuine commitment to equity. By embedding inclusivity in leadership development, businesses can harness diverse perspectives and foster a thriving workplace that champions long-term success for women.
Do you think organizations are doing enough to challenge the silent biases that make returning mothers feel like they need to ‘prove’ themselves again? What needs to change?
The stigma surrounding career breaks must be dismantled through transparent policies that normalize caregiving absences as natural, not setbacks. Organizations still have significant ground to cover in addressing the silent biases that returning mothers face, leaving many feeling undervalued and pressured to "prove" themselves. Structured programs, such as mentorship, sponsorship, and leadership training for returning mothers, can promote equity. Performance evaluations should focus on outcomes and potential rather than uninterrupted timelines. Training managers to recognize unconscious biases and adopting performance evaluations based on outcomes—not tenure—are vital steps forward. By fostering inclusivity and creating an environment where caregiving is seen as enriching, not diminishing, organizations can empower returning mothers to thrive without barriers, proving their talent is undeniable.
Many women hesitate to reenter the workforce post-maternity due to a lack of visible role models. How can leaders and companies reshape narratives around career continuity after caregiving breaks?
It’s time to shatter outdated stereotypes by boldly showcasing role models—women who returned after caregiving breaks and achieved extraordinary success. Sharing their stories through powerful campaigns and high-impact events not only challenges entrenched biases but also fuels ambition and confidence among women. Leaders and organizations must take decisive action to transform career narratives for women post-maternity. We must unequivocally endorse caregiving as a source of strength, emphasizing its role in fostering resilience, leadership, and empathy. Providing platforms for returning mothers to amplify their voices reinforces inclusivity and reshapes workplace culture. Robust mentorship programs and targeted leadership development initiatives can accelerate progress. By embracing flexible work models and celebrating non-linear career journeys, companies can redefine success and make caregiving breaks a launchpad for excellence.
From a communication perspective, how can organizations actively reshape workplace perceptions to make maternity and domestic responsibilities an integrated, rather than limiting, part of a woman’s career journey?
Revolutionizing workplace dynamics by embedding innovative measures through internal and external communication that integrate maternity and caregiving responsibilities into career growth is the key. Leadership accelerators can fast-track returning caregivers into high-impact roles, leveraging their unique skills like multitasking and emotional intelligence& celebrate such individuals as ambassadors. Positioning caregiving as a source of strength that nurtures resilience, empathy, and adaptability—qualities crucial to leadership. Internal messaging must equip leaders to champion caregiving as an asset. By aligning their brand identity with inclusivity, organizations can foster a workplace culture where personal responsibilities are integral to professional success. By implementing such initiatives; organizations can turn caregiving into a springboard for career excellence.
