PNS|HYDERABAD
Back in 2013, long before diversity and inclusion became household terms in India, Sonica Aron made a bold leap from corporate HR leadership to founding Marching Sheep—a venture deeply rooted in her own journey and values. Having navigated the often harsh realities of factories, warehouses and sales floors, frequently as the only woman in the room, she witnessed firsthand the subtle and overt prejudices shaping workplaces. A personal experience with shrinking workplace flexibility after motherhood became the catalyst for her mission: to build a platform that genuinely supports individuals, especially women, through the evolving challenges of their careers and lives. What began as a heartfelt response to systemic oversight has grown into a transformative force, redefining how organisations think about inclusion, allyship and employee wellbeing in one of the world’s most diverse—and complex—work environments.
Diversity and inclusion were not yet popular terms in India when you started Marching Sheep in 2013 after working as a corporate HR leader for multinational conglomerates. What drove you to make that decision?
I wanted to create something that was genuinely in line with my values and views, something that was based on my personal experiences. I’ve worked in factories, warehouses, sales and with truck drivers; I’ve frequently been the only woman in the room, so I’ve witnessed prejudice and workplace reality firsthand. I was first sponsored by a global corporation where I worked after getting married and having my first child. However, those flexibilities were removed by the new HR leader after a change in leadership, who referred to them as “favouritism.” That was depressing. I was inspired to start something from the heart by that experience as well as years of witnessing how little consideration was paid to women’s long-term jobs and life transitions. I wanted to talk about something that nobody else appeared to be considering: how we help individuals, particularly women, as their careers and personal lives change. It was founded with the explicit goal of positively impacting people’s lives and careers.
Which culturally complicated or unexpected obstacles have you had to overcome in a nation as diverse—and unequal—as India?
These difficulties are complex, but I wouldn’t describe them as unexpected. The debate over maternity benefits is one recent example. The Supreme Court has made it very evident that women have the right to maternity leave and that company regulations do not have to limit it to two weeks. However, a woman curiously asked on social media if insurance would pay for more than two pregnancies. In actuality, if the employer requests it, insurance companies will support it. Therefore, it is the thinking that is illegal, not the limitation. We continue to be a very self-limiting culture, in my opinion. More often than not, we focus on the things that can keep us from achieving our goals. Rather than asking, “What is the path forward in spite of the difficulty?” We frequently remain mired in the issue. We accept the fact that “this is just how it is.” It is common to place the blame on managers, society and outside systems. Indeed, patriarchy is a feature of society. However, it doesn’t help to wait for someone else to solve it. And people are reluctant to take action even when we remind them of that power. I still battle the most with that mindset—that someone else will come and alter things for us!
During the pandemic, UN Women honoured your company’s efforts. Could you describe an instance during that crisis when human resources actually turned into an organisation’s or community’s lifeline?
There are two instances during the epidemic that truly stick out. Many businesses panicked during the first wave, reducing staff, furloughing workers, delaying bonuses and laying off workers. However, they recognised they needed those same folks back once things started to settle down. Because, in reality, businesses aren’t run by themselves. Goods are not self-selling. Processes are not self-managing. Everything is made possible by the people involved. However, a great deal of confidence had already been betrayed by then. And it was difficult to repair the damage. HR had to take charge when the second wave, which was much harsher, struck. HR played a key role in creating financial, emotional, mental and physical support packages that got workers through a really trying time without ruining the company. Every important discussion about how to retrain staff for new business models suddenly included HR. How can we help employees who provide care? What kind of amenities and medical insurance are actually necessary for people? What does it look like to interact remotely? How can we strike a compromise between business continuity and empathy? At that point, HR was no longer viewed as only a support function but rather as a true strategic partner, a link between employers and employees and a vital component of the company’s survival.
When it comes to emotional well-being, HR frequently makes the mistake of assuming that a one-size-fits-all approach will be effective. It is just insufficient to offer a Zumba class, a yoga session, or a single Employee Assistance Program (EAP) line and hope that this is sufficient. Everyone has a distinct definition of well-being. HR frequently falls short in that area as well. Instead of being addressed, toxic behaviors—particularly those of managers—are ignored. If the underlying causes of distress are not addressed, no well-being project will be successful. It is more important to create inclusive, useful, and human-centered systems than it is to provide a single service to everybody.
Forbes, Fortune and other leadership-related websites have highlighted you. What does influence mean to you personally?
Influence, to me, is about making connections. It has nothing to do with titles or attention. It all comes down to having the ability to genuinely connect with people by telling them tales they can identify with, giving personal anecdotes and demonstrating how something can improve their life. I don’t speak from a theoretical position whether I’m discussing job options with young professionals or empowering women to take control of their personal and professional objectives. I can talk from experience. During my stints, I was the only woman working in manufacturing and sales. Within three months of having kids, I went back to work. Postpartum depression is something I have experienced. I’ve encountered folks who remarked, “You can’t start your own business,” when on a career break. After spending time with individuals with disabilities, their families and their employers, I have worked closely with them. I’ve heard about their lives and gained knowledge from them. I therefore speak from a genuine knowledge when I discuss leadership, agency and inclusivity.
In light of generational changes, hybrid work arrangements and increased awareness of mental health issues, how do you envision HR’s function changing?
The HR sector has already begun to change and the COVID-19 pandemic was a major factor in that change. HR is more than just operations and compliance these days. It has to do with culture and people. Given that Gen Z and Millennials now make up the majority of the workforce and that work is changing quickly due to new technologies, hybrid models and changing job positions, human resources (HR) has emerged as a major factor behind these developments. Payroll, leave monitoring and even hiring are just a few of the mundane, compliance-based processes that are currently being automated or outsourced. This means HR teams can concentrate on what truly counts, which is developing future-ready skills, fostering leadership mindsets and making sure people’s plans complement company expansion. These days, HR is in charge of determining what competencies an organization needs to be future-ready, expand and thrive sustainably, as well as how to develop those competencies and develop the kind of leadership that can propel companies forward. Standardised programs and prefabricated models are being replaced by building people’s practices that truly support each organisation’s objectives and culture.
When attempting to implement policy changes or gender sensitivity in heritage industries, what kind of resistance have you faced?
When implementing gender sensitivity or policy changes in legacy sectors, we frequently encounter three types of pushback. First, is it possible for women to work in these settings?The second is: How much will it cost to create a more inclusive workplace? The next question is: What about security? We begin by relating these issues to the realities of business. Third, the subject of safety shouldn’t be limited to women.
