With over 2 decades of HR experience in IIs, Internet, Insurance, and Engineering Security sectors, Nirmala specializes in talent acquisition, organizational psychology, and employee experience. It has advanced certifications in leadership training, quality management, and FIRO-B® and is a postgraduate degree in Psychology.
In a thought-provoking interaction with Women Entrepreneurs Review Magazine, Nirmala shares her insight into the evolving role of women under the leadership, data-operated HR strategies in insurance, and unique challenges faced by women as organizations develop and mature in the industry.
How is women’s role evolving in leadership in the insurance landscape? What opportunities exist for them to drive transformative change?
The role of women in the insurance landscape is evolving in a big way, moving from routine and traditional roles to more strategic and important positions. This evolution offers opportunities for women to drive transformative change by leveraging their unique perspectives and leadership styles to improve productivity, product innovation, and workplace culture within the industry. Opportunities exist in a variety of areas such as Sales, Practice expertise, Placements, Operations, and core functions.
How can insurance companies empower women through data-driven HR strategies that align with both talent and business objectives?
Data-driven HR strategies can be used to identify and address gender disparities in recruitment, retention, career progression, and compensation. By analyzing data in these areas, insurance companies can gain insights into where women are underrepresented and create targeted interventions to improve their representation and advancement. This approach allows for more accurate and effective HR decision-making, ultimately contributing to both talent management and business objectives.
How can HR professionals in the insurance industry integrate Positive Psychology to not only uplift employee engagement but also attract more women into leadership roles?
Positive psychology can be used to increase employee engagement and attract more women to leadership roles by focusing on feminine strengths, building a positive work environment, and fostering growth opportunities. By implementing specific initiatives like strengths-based job descriptions (rather than gender-based), training managers in positive feedback, and promoting diversity and inclusion, HR can create a more engaging and welcoming workplace that benefits both talent and business objectives. For instance, the job descriptions may mention that the position is gender neutral and avoid specific gender-based requirements. Further, managers may be trained on how to give feedback in a gender-neutral manner. We may also implement initiatives that promote appreciation within the workplace, such as a "Wall of Appreciation” or employee recognition programs. Apart from this, women-friendly policies, POSH awareness, regular employee engagement surveys, and career development programs such as mentoring are essential to build a positive workplace for women. Promoting diversity, equity, and inclusion policies in the workplace in a balanced manner – such as without creating undue discrimination among menfolk – is also important to ensure all team members feel safe and comfortable expressing themselves.
As organizations progress through growth and maturity, what unique challenges do women face in the insurance sector? How can HR strategies effectively address them?
Women in the insurance sector face challenges related to gender stereotypes and achieving leadership roles, despite the industry's growing need for diverse talent. Further, the demands of the insurance industry, including long hours at work, wining and dining with clients, and extended periods of travel, can create challenges for women balancing work and family life. Also, as organisations grow and mature, women in insurance often confront stalled progression—stemming from limited access to informal networks, unconscious bias in succession planning, and the pressure of balancing demanding roles with personal commitments. HR strategies can address these issues by promoting flexible work arrangements and implementing mentorship and sponsorship programs. Providing opportunities for women to connect with mentors and sponsors who can guide their careers and advocate for their advancement can help them overcome obstacles and reach their full potential.
Further, at Howden, we encourage our women leaders to participate in programs like ‘H’ Leadership sessions—fostering psychological safety, organisational trust, and a growth mindset. Recently, we also launched a structured mentorship programme that pairs high-potential women leaders with senior sponsors for tailored advocacy, career guidance, and skill development.
With increasing automation in HR processes, how can insurance companies ensure that women’s contributions are recognized without losing the human touch in talent management?
On the contrary, increased automation of HR processes can provide for fair performance assessment of both men and women; it can help to identify areas of skill gaps, unfair practices, and inequity, and help bridge such differences. The human touch will always be required, irrespective of the level of automation, as we are dealing with people who are influenced by feelings, emotions, and perceptions in a fast-changing business environment.
Our Coffee with CEO initiative invites employees of junior and mid-level bands to have informal chats with the CEO, ensuring achievements, aspirations, and challenges are heard directly at the top, and guidance in a structured manner is provided where necessary. This has been particularly beneficial for young women at early career levels, providing them with the much-needed encouragement and support to progress in their careers.
How do you envision the future of workforce planning in the insurance industry, and what specific initiatives can organizations implement to create a more inclusive environment for women leaders?
Workforce planning will focus more on hiring on merit and imbuing fresh talent into the industry. In order to ensure inclusion in the workplace, everyone must understand what it means and how it should be practiced. Investing in diversity and inclusion training can help staff understand different perspectives, become familiar with unconscious biases, recognize privilege, and respect others for their differences.
Beyond technical training, we have attempted to embed a continuous curriculum on emotional intelligence, company philosophies, coaching conversations, inclusive decision‑making, and change agility through leadership cohorts and related activities, so that young women leaders hone the interpersonal acumen needed to step confidently into senior roles. To this end, we have instituted a monthly “Town Hall with the CEO” at Howden where everyone, regardless of level or function, can ask questions, share suggestions, and hear directly about the business outlook.
To attract more women to the insurance industry, companies must acknowledge and leverage the unique value women bring to the table. This starts with understanding women’s specific strengths—such as superior listening skills and a proactive approach to customer needs—which are invaluable in fostering strong client relationships. Recognizing and highlighting these qualities in recruitment messaging can make the industry more appealing to potential female candidates.
It is also important to communicate the company’s “Commitment to Diversity” policy by highlighting the company’s dedication to gender diversity in all external and internal communications. We can also showcase female leadership by promoting stories of women in leadership within the company to inspire and attract potential female candidates.
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