The 2015 Volkswagen emissions scandal serves as a stark reminder of the consequences companies face when environmental considerations are neglected. The German auto giant’s deliberate deception shattered consumer trust, resulting in boycotts, plummeting sales and a blemish on the brand’s reputation.

Similar ethical lapses have plagued other global brands. Swedish retail giant H&M has faced scrutiny for its labour practices, while the ubiquitous Nestlé has been criticised for its water extraction practices in developing countries.

Today’s consumers are more discerning than ever. They hold brands accountable for their entire ecosystem—not just the products themselves, but also the actions of their parent companies. Any environmental, social, or governance (ESG) misstep can have a significant financial impact.

This conscientiousness extends beyond the realm of consumers. Today’s workforce is equally selective. The talent pool increasingly seeks employers who prioritise responsible business practices. 2021 saw Amazon employees raise their voices on environmental concerns and worker treatment, even forming a climate activist group. While mass job-offer rejections may not be commonplace yet, it underscores the growing importance of ESG for employee engagement.

The cover story of this issue dives deeper into this critical topic. It explores how ESG principles impact the workforce and shape employee value proposition. It also highlights the crucial role HR plays in driving the ESG agenda from a leadership perspective.

Happy and insightful reading!

The post The ESG imperative: Why it matters to the workforce appeared first on HR Katha.

The financial advantages of ESG are increasingly apparent. Professor George Serafeim of Harvard Business School highlights a robust correlation between strong ESG performance and higher operating margins. This, coupled with the growing significance of ESG for investors and stricter regulatory norms, is prompting businesses to take heed.

Beyond the financial benefits, leading companies are recognising the intrinsic value of ESG. Ashok Leyland, for instance, has seamlessly integrated ESG considerations into key result areas and senior leadership strategies, showcasing a commitment that extends beyond boardroom discussions to tangible actions.

There’s limited awareness among the Indian workforce regarding ESG and its importance. This, coupled with the prevalence of social issues such as low female workforce participation, paints a concerning picture

Varadarajan S, a Tata veteran and former CHRO, Vistara Airlines

Varadarajan S, a Tata veteran and former CHRO, Vistara Airlines, a Tata Group company, articulates the Tata philosophy, stating, “Corporate enterprises must be managed not merely in the interests of their owners but equally in those of their employees, consumers, local communities, and ultimately, the country as a whole.”

Jindal Stainless stands out for its strategic integration of ESG principles into corporate culture. Its initiatives, ranging from plastic waste-collection drives to renewable energy adoption, not only enhance operational resilience but also solidify their position as a leader in sustainable manufacturing.

The ESG Gap Varadarajan highlights the limited ESG adoption in India: “It’s still at a nascent stage, primarily among a few large corporations and MNCs. The lack of clear frameworks and lukewarm implementation of governance principles lead to numerous concerns, including environmental degradation and non- performing assets.”

HR leads initiatives in diversity and inclusion, employee well-being, CSR, ethical training and environmental sustainability. Each programme has specific KPIs to measure success. Metrics such as energy consumption, waste generation and carbon emissions track progress towards environmental sustainability goals

Salil Chinchore, CHRO, ElasticRun

This lack of awareness extends to the workforce. Varadarajan adds, “There’s limited awareness among the Indian workforce regarding ESG and its importance.” This, coupled with the prevalence of social issues such as low female workforce participation, paints a concerning picture. Sushil Baveja, CHRO, Jindal Stainless, emphasises the link between individual values and ESG, stating, “The pursuit of ESG-aligned employment reflects a shift towards self-actualisation, where aligning with personal values becomes crucial.” However, he cautions that this trend, particularly in diverse markets such as India, depends heavily on individuals’ basic needs being met first.

Baveja adds, “While there’s growing interest in ESG investing and sustainability reporting in India, the conversation around ESG in the workplace and its influence on employment choices is nuanced and varies across demographics.” This suggests a complex interplay between personal needs, individual values and the evolving ESG landscape in India.

While there’s growing interest in ESG investing and sustainability reporting in India, the conversation around ESG in the workplace and its influence on employment choices is nuanced, and varies across demographics

Sushil Baveja, CHRO, Jindal Stainless

Despite the challenges, ESG awareness is gradually improving among job seekers. Salil Chinchore, CHRO, ElasticRun, observes, “Candidates are wary of companies lacking ethical or environmental responsibility.” This underscores the growing importance of conducting due diligence on potential employers’ ESG practices, says Chinchore.

Mussarat Hussain, head-HR, Suzuki Research & Development India, reaffirms the significance of ESG beyond boardrooms: “The discussion around ESG is no longer confined to select circles. It’s a topic of genuine interest and concern among employees, job seekers and consumers in India. Organisations need to take it seriously to attract and retain talent and maintain their competitiveness.”

HR: The ESG champion within

Traditionally considered the ‘canary in the coal mine’ in corporate culture, HR departments are the first to encounter emerging employee concerns, whether related to diversity and inclusion, fair compensation, or mental health. As sustainability gains prominence, HR finds itself well placed to champion Environmental, Social and Governance (ESG) initiatives within organisations. However, the question remains—‘Is HR uniquely qualified for this role?’ Experts suggest that the willingness and ability to understand the broad scope of ESG are more crucial than specific professional backgrounds.

The ideal leader, irrespective of their discipline, should possess the following key attributes:

Communication and influence: Effectively communicating with and influencing the board is paramount, as ESG initiatives often require significant investment, discipline and a long-term commitment.

Constant learning: ESG is a rapidly- evolving field demanding continuous learning and awareness of global and local trends, legislative changes and best practices.

Courage and integrity: The ESG leader must have the courage to hold the organisation accountable for its commitments and call out any shortcomings.

HR drives initiatives that impact employee well- being, ethical conduct and environmental sustainability. Quantitative and qualitative metrics are essential to gauge the success and impact of these programmes

Mussarat Hussain, head-HR, Suzuki Research & Development India

While these qualities define an effective ESG leader, their specific position within the organisation is a secondary consideration. Whether it’s an HR professional, a finance head, or a marketing executive, the ability to leverage these skills effectively is what matters.

HR’s multifaceted approach positions it at the heart of successful ESG implementation, bridging the gap between operational practices and societal impact. Environmental leadership can begin with HR itself, promoting sustainable practices through green policies such as adopting electric company vehicles, setting an example for the entire organisation.

Social responsibilities are already deeply ingrained in HR’s traditional domain, encompassing diversity, equity and inclusion (DEI), employee well-being and community engagement. The HR function can leverage this expertiseto foster a more inclusive workplace by ensuring that diversity data informs recruitment, promotion and development strategies.

The CEO or CHRO is ideally positioned to spearhead this transformation. Technical expertise, while valuable, isn’t the sole critical factor. Instead, the key is having someone who comprehensively understands the organisation, recognises the expertise within, identifies key influencers and can adeptly negotiate and convey the organisational perspective to the world

Santanu Ghosal, CHRO & head – CSR, Schaeffler India

Fostering inclusivity and respect enhances employee engagement and satisfaction, which are crucial for long-term success. Governance involves ensuring transparent, ethical and value- aligned management practices. By developing policies and programmes that promote ethical behaviour and accountability among all employees, the HR plays a critical role.

For decades, HR has spearheaded Corporate Social Responsibility (CSR) initiatives, bridging the gap between societal needs and corporate philanthropy. Additionally, HR has anchored employee engagement, morale, retention, health, safety, compliance and regulatory requirements. These core elements align seamlessly with

ESG’s focus on employee well- being, inclusive growth and robust governance. While CSR lacked a unified framework, ESG provides a methodology to drive and measure impact, making it an even more powerful tool. Notably, ESG presents a valuable lever for attracting and retaining talent, especially in today’s job market where individuals increasingly seek ethically and sustainably-focused companies.

The challenge is twofold: percolating ESG principles across the business spectrum, covering medium- and small-scale industries, as well as tiny and cottage industries. Additionally, monitoring lifecycle measurements and product lifecycles, especially for products with extended lifespans such as automobiles, remains a complex but essential aspect of genuine ESG commitment.

Balachandar NV, Consultant CSR and Corp Affairs, Ashok Leyland

Aligning the organisation’s culture with ESG principles is essential for successful implementation.

By leveraging its focus on people and culture, expertise in engagement and change management, influence on talent attraction and retention, stakeholder management skills, policy and process-implementation expertise, and risk-management capabilities, HR is uniquely positioned to champion ESG initiatives within any company. This multifaceted approach ensures that

ESG goes beyond mere compliance, becoming a core value woven into the very fabric of the organisation. Santanu Ghosal, CHRO & head – CSR, Schaeffler India, and sustainability coordinator for Schaeffler AP, emphasises that ESG permeates multiple spheres within an organisation. Given its broad scope, expecting expertise in all areas from a single individual is unrealistic. Ghosal underscores the crucial role of a C-suite leader in driving ESG initiatives. Beyond hard KPIs, this endeavour represents a significant cultural transformation, demanding someone familiar with the organisation’s intricacies, pulse and trigger points.

A strong ESG agenda attracts talent who believe in these principles, enhancing the employee value proposition. Contributing to global sustainability goals and making a positive environmental impact is attractive to many

Siddharthan R, former CHRO, Hippo Stores & Dalmia Cement

In this context, Ghosal argues that the CEO or CHRO is ideally positioned to spearhead this transformation. “Technical expertise, while valuable, isn’t the sole critical factor. Instead, the key is having someone who comprehensively understands the organisation, recognises the expertise within, identifies key influencers in various segments, communicates effectively, inspires others and can adeptly negotiate and convey the organisational perspective to the external world.”

While ESG promotion is crucial across all industries, as Hussain emphasises, “Certain industries require extra attention from HR due to their substantial environmental and societal impacts.” By actively integrating ESG principles into organisational practices and fostering a culture of responsible leadership, HR can ensure that businesses contribute positively to the environment and society, leading to long-term success and a more
sustainable future.

Reaching the second rung: Tiered suppliers and the ESG conundrum

The imperative to infuse ESG principles across the entire business spectrum, including small and medium-sized enterprises (SMEs) and micro-businesses, is pivotal. This transformation necessitates the development of tailored strategies and the promotion of awareness within these segments.

A key challenge lies in disseminating ESG practices to ‘second rung’ companies, such as two-tier and three-tier suppliers, who often lack the resources and expertise of larger firms. These suppliers play a critical role in the manufacturing value chain, and their environmental and social practices can significantly impact the overall ESG footprint of larger corporations.

A cautionary tale is that of Nike, which faced immense backlash for its short-sighted approach. In 2014, the Rana Plaza collapse in Dhaka tragically claimed thousands of lives, many of whom were garment workers producing apparel sourced by Nike under allegedly poor working conditions. This incident exemplifies the reputational risks associated with neglecting ESG considerations throughout the supply chain.

Service organisations encounter a different set of challenges. While compliance with regulations is crucial, embedding the spirit and letter of ESG principles within their operations demands a deeper commitment. This involves fostering sensitivity and maturity towards these principles, translating them into tangible practices.

Balachandar NV, consultant CSR and corp affairs, Ashok Leyland, emphasises the challenges associated with scope 2 and scope 3 emissions. He notes, “In scope 2, at least we have visibility, but scope 3 poses significant challenges due to its complexity and lack of standardised measurement methodologies.” The challenge is twofold: percolating ESG principles across the business spectrum, covering medium- and small-scale industries, as well as tiny and cottage industries.

Additionally, monitoring lifecycle measurements and product lifecycles, especially for products with extended lifespans such as automobiles, remains a complex but essential aspect of genuine ESG commitment.

Cascading ESG principles across the broader business spectrum, encompassing SMEs and even smaller players such as cottage industries, presents a significant challenge. Transforming this into a societal movement requires effective communication, capacity building, and potentially incentivising mechanisms to encourage adoption.

Beyond the immediate challenges, achieving long-term ESG goals necessitates robust lifecycle management and measurement systems. This includes tracking and measuring the environmental impact of products throughout their entire lifecycle – from raw- material extraction and production to usage and disposal.

Effectively addressing these challenges requires a collaborative approach. Larger corporations, industry bodies and policymakers must collaborate to develop practical frameworks, implement capacity-building programmes, and potentially establish standardised reporting formats for smaller organisations. By bridging knowledge and resource gaps, promoting transparency and fostering collaboration, we can collectively ensure that ESG principles permeate every corner of the business landscape, paving the way for a more sustainable and equitable future.

In summary, while numerous hurdles exist on the path to widespread ESG adoption, acknowledging and actively addressing these challenges through collaborative efforts can pave the way for a more inclusive and sustainable future for all. As we strive to ensure that ESG is not just a buzzword but a tangible force for positive change, collaboration and collective action will be essential on this critical journey.

HR’s metrics-driven approach to ESG: Success stories and impact measurement

Environmental, Social and Governance considerations are rapidly evolving from mere compliance mandates to strategic imperatives for businesses. Human resources departments are emerging as key players in driving successful ESG programmes, leveraging their unique position to influence employee behaviour and company culture.

However, measuring social impact remains significantly more complex compared to environmental aspects. Companies are actively innovating to overcome this hurdle, seeking effective ways to define targets and track progress in their social-impact initiatives.

As Varadarajan explains, “ESG metrics are performance indicators that assess a company’s environmental, social and governance practices. Similar to traditional business metrics, they gauge operational performance and risk, often stemming from existing KPIs linked to ESG goals.” These metrics, either quantitative (such as greenhouse gas emissions) or qualitative (such as employee surveys), provide crucial insights into a company’s ESG journey.

Conventionally, investors relied solely on financial data to assess investment viability. Today, they increasingly include ESG metrics alongside traditional ones, recognising their impact on long-term performance and potential risks.

Human resources departments play a vital role in developing and tracking ESG metrics related to social and governance aspects, such as Diversity, Equity and Inclusion (DE&I), employee well-being and ethical conduct.

Several companies demonstrate how effective HR practices can contribute to achieving ESG goals. ITC, for instance, has successfully integrated sustainability into its core strategy, achieving carbon positivity, water positivity and solid waste recycling positivity for consecutive years. This success stems from aligning ESG goals with corporate goals and, crucially, with HR initiatives and practices, ensuring employee alignment with the company’s sustainability vision.

Similarly, JK Group exemplifies how HR practices can be aligned with ESG goals. The Group’s commitment to social development extends beyond operations, focusing on improving the lives of various stakeholders. Focus on the ’triple bottom line’ —economic, environmental and social—ensures responsible business growth while addressing global trends and stakeholder needs. For instance, JK Paper plants more trees than it harvests, achieving net carbon positivity. The company’s social forestry programme has benefited over 65,000 farmers.

Infosys exemplifies successful alignment of HR practices with ESG principles. The firm balances business success with strong governance and a focus on social and environmental needs. This commitment translates into ambitious environmental preservation goals, community-development initiatives and tracking of employee performance against well-defined ESG goals. Infosys’ efforts have been recognised by the UN with the prestigious UN Global Climate Action Award.

There are several other examples where the HR function has driven the ESG agenda in organisations. For instance, JSW’s CARE model focuses on the holistic well-being of employees to drive the organisation’s growth agenda. The basic philosophy behind CARE is— “A well-communicated employee who is agile becomes responsible and elevated.” JSW, as an organisation, drives employee engagement through cross-functional teams across all levels, engaging with India’s premium institutes to develop leaders at all levels. Its special interventions help develop women leaders. It conducts sensitisation workshops to drive behaviours that encourage inclusion, reduce bias, and, in turn, foster creativity across the organisation.

Nike, though facing backlash for the Dhaka incident, has a governance focus on the Pay Equity model. Its multiple interventions across different geographies ensure 100 per cent pay equity across all employee levels on an annual basis, aligning with UN Sustainable Development Goals 5 (Gender Equality) and 8 (Decent Work and Economic Growth).

However, not all companies get it right. Ghosal cautions against ‘greenwashing’, where companies make misleading or unsubstantiated environmental claims, highlighting the case of Vedanta’s ‘Creating Happiness’ campaign, which was criticised for its negative environmental and social impacts.

HR’s dashboard of ESG impact Chinchore elaborates on HR’s key areas of involvement in ESG programmes: “HR leads initiatives in diversity and inclusion, employee well-being, CSR, ethical training and environmental sustainability.

Each programme has specific KPIs to measure success.” Metrics such as energy consumption, waste generation and carbon emissions track progress towards environmental-sustainability goals. Hussain aptly summarises HR’s crucial role in ESG programmes: “They drive initiatives that impact employee well-being, ethical conduct and environmental sustainability. Quantitative and qualitative metrics are essential to gauge the success and impact of these programmes.”

By embracing ESG principles and leveraging their unique capabilities to measure and demonstrate impact, HR departments are poised to play a pivotal role in shaping a more sustainable and responsible future for businesses.

Ghosal emphasises, “One of the key components of any successful ESG initiative is to engage with stakeholders, understand their perspective and make them a part of the transformation. The ‘S’ (Social) component of ESG is becoming the most critical component. The human resources function plays a critical/key role in driving the ‘S’
dimension in ESG in many areas.”

The ESG imperative: Shaping company culture and attracting talent

The entry of millennials and Gen Z into the workforce marks a pivotal moment in employee expectations. These cohorts are in pursuit of meaningful work, purpose-driven brands and companies deeply committed to social responsibility. This dynamic landscape calls for a cultural overhaul within organisations, one that seamlessly integrates ESG principles into their core values.

Multi-generational challenges

Observations reveal a surging trend among Indian professionals, particularly the younger generations, prioritising employment with organisations showcasing a robust commitment to ESG principles. This demand extends beyond high-level executives, encompassing employees across various levels and sectors expressing concern about their employers’ ethical, social and environmental practices. While newer companies may boast a younger workforce, established organisations, especially in manufacturing, may grapple with a larger Gen X or Y population.

Varadarajan emphasises the need for awareness building among these demographics: “While not averse to ESG principles, Gen X and Y employees may require more education compared to Gen Z, who are more exposed to these concepts. Leadership and the HR must focus on building awareness through appropriate training.”

Baveja reinforces the trend of younger generations favouring ESG-conscious companies.“Deloitte’s findings reveal that over 40 per cent of Gen Z and Millennials would switch jobs due to climate concerns. This alignment in values and commitment to long-term sustainability is reshaping how companies approach their Employer Value Proposition (EVP).”

Chinchore emphasises the increasing environmental consciousness, particularly among Gen Z.“Educated on environmental issues from their school days, Gen Z expects employers to be environmentally responsible.” Ghoshal adds, “My observation is that employees, irrespective of age group, show similar interest and engagement in ESG interventions if they are passionate about it or believe in the narratives articulated by company executives. It is crucial to explain the context to win them over.”

ESG and the talent landscape:

Varadarajan sheds light on ESG’s impact on talent acquisition and retention: “ESG will significantly influence talent strategies. The HR plays a crucial role in driving organisational changes around hiring, development and retention, ensuring equitable practices across various demographics.”

Ghosal further explains, “The talent pool demographics are undergoing a clear shift, with a preference for companies that have a clearly-defined purpose and a commitment to creating a better tomorrow. Many are interested in volunteering their time to be part of this movement.”

HR’s role in shaping ESG culture

Siddharthan R, former CHRO, Hippo Stores & Dalmia Cement, emphasises the role of ESG in attracting talent. “A strong ESG agenda attracts talent who believe in these principles, enhancing the employee value proposition. Contributing to global sustainability goals and making a positive environmental impact is attractive to many,” he says.

The role of HR is crucial in establishing a clear connection between the company’s sustainability goals and their societal and environmental impact. Implementing training programmes and fostering a culture of responsible citizenship are essential steps. Measuring progress against ESG goals ensures adherence and institutionalisation of these values throughout the organisation. Human resource policies need to align with ESG values. Linking executive compensation to ESG performance metrics incentivises leadership to prioritise sustainable and socially-responsible decision-making. The HR should collaborate with other departments to develop work practices that minimise environmental impact, promote social responsibility and encourage the development of sustainable solutions.

The HR can act as an ESG partner by engaging with employees, stakeholders and the community to understand their perspectives on ESG matters. This feedback can be used to refine the company’s ESG initiatives, ensuring alignment with stakeholder needs and expectations. Employee well-being programmes and fostering a healthy work environment are the responsibilities of the HR. Aligning these practices with ESG principles is crucial. Focusing on employee health and safety contributes to the social aspect of ESG and helps create a sustainable workforce. Implementing transparent reporting mechanisms ensures that the company is held accountable for its ESG commitments. This involves regularly monitoring metrics such as carbon emissions, diversity ratios and community-engagement initiatives.

Ghosal emphasises, “ESG as an agenda or priority area for the organisation needs to come from the top. Once the initial enthusiasm fades, the HR, along with C-suite executives, must ensure that ESG is embedded into the company’s business strategy and KPIs. The HR’s role is critical in enmeshing ESG into the organisational DNA.”

Challenges and the road ahead

Navigating the integration of ESG principles into HR policies and practices presents several formidable challenges. Striking a delicate balance between ESG and overall business objectives proves intricate, demanding meticulous attention to both financial and ethical goals. The process itself is intricate and time consuming, involving extensive assessments and compliance with stringent standards. Gaining support from senior leadership for the benefits of ESG initiatives can be a challenging task, requiring persuasive communication.

Initiating a cultural shift in established practices and mindsets poses a significant hurdle, necessitating comprehensive change-management strategies. Effectively measuring the impact of ESG initiatives adds complexity, demanding the establishment of new metrics and key performance indicators (KPIs). Additionally, skill development becomes crucial, necessitating tailored training programmes in sustainability and ethics. Ensuring inclusivity, whereby all employees actively engage in ESG initiatives, is paramount for success.

Despite these challenges, prioritising ESG in HR is deemed critical for long-term sustainability and the establishment of ethical practices within organisations. Ghosal notes, “ESG is beneficial in the longer run, requiring investments with a long gestation period. Human resource leaders need to coach high-potential leaders to change their leadership style.”

Expertise of the HR and leadership is crucial for ESG success. They can support businesses and employees in adopting behaviours aligned with ESG principles. This involves creating an ESG-centred business strategy, integrating sustainability measures into performance assessments, and assessing ESG risks and opportunities in investments or mergers and acquisitions.

However, having the appropriate HR leadership is a major challenge. Varadarajan highlights the need for constant communication and training in an easy-to-understand language to enhance employee understanding and commitment to ESG objectives. Establishing a robust data-governance framework is necessary for maintaining data integrity and tracking performance against ESG initiatives.

The adoption of ESG principles in the Indian workplace presents a nuanced picture. While challenges exist, a growing awareness and demand for ESG-aligned employers is evident. As companies embrace responsible business practices and individuals prioritise workplaces aligning with their values, the future of work in India is poised for a positive transformation, driven by a shared commitment to sustainability and ethical conduct.

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Ten years ago, HRKatha emerged amidst a landscape starved of knowledge. We identified a critical need – the dissemination of industry insights – and filled that void with a pioneering daily news service delivered directly to HR professionals. This seemingly modest decision proved to be a cornerstone, fostering a unique niche for HRKatha within India’s human resources domain.

The intervening decade has been a whirlwind of transformation for the world of work. Automation’s relentless march, the white-hot competition for skilled talent, and the burgeoning focus on employee well-being have all radically reshaped the HR function. HRKatha has been a steadfast companion throughout this metamorphosis, continuously adapting alongside the industry it serves.

The role of the HR professional is no longer confined to the realm of administrative tasks. Today’s HR leaders are strategic architects, talent magnets, and champions of the employee experience. We at HRKatha recognised this seismic shift early on, and our content strategy reflects this new reality.

We have transcended the role of a mere information conduit. We delve into complex issues with thought leadership pieces that provoke and challenge the status quo. We may not possess all the answers, but we undoubtedly spark critical thinking amongst HR leaders – a vital catalyst for progress in this dynamic field.

As we celebrate this ten-year odyssey, we unveil a fresh look. Our redesigned logo and website pulsate with vibrant hues, symbolising our unwavering commitment to continuous evolution and an increasingly engaging user experience.

The momentum doesn’t end there. We are supercharging our content with exclusive interviews featuring industry titans. These CEOs will shed light on the latest trends and challenges that are reshaping the HR landscape, offering unparalleled insights for our readers.

Prepare to be invigorated! Throughout the year, we will host five power-packed business events focused on diverse facets of HR excellence. These events transcend the typical conference model, transforming into platforms for leaders to forge connections, share winning strategies, and celebrate the brightest minds in HR.

Reaching a loyal readership of 400,000 and surpassing 2 million monthly page views stands as a humbling testament to your trust. We are immensely grateful for your continued support.

As we embark on this new chapter, we extend an invitation to join us on this journey. Let us continue to push boundaries, inspire one another, and collaboratively forge a better future for the world of work. Here’s to the next decade of innovation, impactful initiatives, and making a tangible difference – together!

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Although students do admit that the undergraduate placements were better than the postgraduate and PhD placements, the pressure has mounted on them to bag attractive offers at the 2024 placements.

Two phases of the placement are already over, in December and February. The third and final phase is to take place in May. Most of the rejected students have already started applying for jobs via online platforms. The desperate ones have been seeking referrals from seniors and peers. Some are reportedly thinking of adding to their existing skills and taking additional courses.

The firms that participated in this year’s placement season appeared to be in search of specialised skills and were hiring in small numbers, as per media reports. The hiring numbers have reduced probably because many companies have realised that they overhired in the past, especially during the pandemic. With fears of recession looming large, employers are also being extra cautious. Some of the prominent brands that participated included Ola, Goldman Sachs, Texas Instruments, Bajaj Auto, Air India and Microsoft.

In the first phase of the placement drive, in December, about 1050 pre-placement offers (PPOs) and job offers were made. About 50 international offers were also received from 20 participating organisations from the US, the UAE, the UK, Japan, Hong Kong and the Netherlands.

The students reportedly seem unhappy with the salary packages offered to them, and feel their preparations for the placement have gone waste.

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The global automotive OEM market is projected to experience an average CAGR of 4.17 per cent during the forecast period, with a current valuation of $35.16 bn in 2023, and an anticipated market value surpassing $52.90 bn by 2033.

In the context of talent development, engagement and retention in this VUCA world, several trends emerge:

• The talent landscape leans towards predictive and prescriptive data analysis, aligning with global trends and catering to major players.

• There’s a perpetual need for futureready talent, particularly in research and development, production engineering and B2B sales and marketing.

• Behaviourally, the emphasis is on cultivating a multi-dimensional thought process with a hands-on approach to digitisation and automation.

• Talent fungibility emerges as a crucial factor in skill development and acquisition.

Trust Tinderbox: Can organisations reignite the employee spark in 2024?

Trust is intricately linked to the organisational culture, placing less emphasis on financial benefits and more on the alignment of leaders and teams with overall organisational goals. This alignment is a crucial driver of organisational culture.

Adoption of skill-based hiring as a viable recruitment strategy has accelerated

Traditional organisational processes must give way to a new-age phenomenon centred around output-driven, productivity-oriented parameters. This shift will enhance organisational credibility with employees.

Degrees or doers? Will skills reign supreme in 2024’s hiring arena?

Our leadership discussions highlight the key aspects of skill-based hiring, emphasising specific competencies such as coding, communication and project management. This trend is shifting towards objective assessments, requiring candidates to showcase their skills through practical tests, simulations, or portfolio presentations rather than relying solely on resumes or interviews.

The pandemic has accelerated the adoption of skill-based hiring as a viable recruitment strategy. The dynamic technology landscape demands professionals with practical capabilities that traditional educational qualifications may not guarantee. Skill-based hiring addresses this gap, enabling organisations to find candidates who bring valuable capabilities to the table.

The shift to skill-based assessment yields various future-oriented benefits in the talent landscape:

Wider talent pool: Skill-based hiring broadens the candidate pool, irrespective of educational backgrounds or traditional career paths, unlocking hidden talent and diverse perspectives that enhance innovation.

Faster time-to-hire: Skill-based assessments, such as coding exercises or simulations, expedite the identification of qualified candidates, streamlining the hiring process and reducing time-to-fill open positions.

Improved employee retention: Valuing employees’ skills and aligning them with suitable roles enhances job satisfaction and engagement, leading to higher retention rates and reduced turnover, saving time and costs.

Improved hiring accuracy: Focusing on specific job-related skills enables companies to identify genuinely qualified candidates, minimising the risk of hiring the wrong person and saving time and resources on onboarding and training.

This article is sponsored by Thomas Assessments

43 leaders predict the upcoming trends for 2024. To download the e-copy click here

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Attracting, developing and engaging talent are interconnected and perennial priorities, which will remain significant in 2024. In the current environment, the ability to attract the right, skilled and experienced talent to the organisation is crucial. Potential employees consider factors beyond compensation, including employer brand, benefits and opportunities for learning, growth and development. In the war for talent, especially in niche areas, organisations must craft a holistic employee value proposition (EVP).

Continuous onthe-job upskilling and reskilling are necessary as the business needs to evolve with technological advancements. Organisations must focus on this to keep their workforce relevant and adaptable. Moving into 2024, maintaining a focus on acquiring, retaining and developing talent, aligned with business priorities, is crucial. This multi-pronged approach ensures organisations can innovate and grow successfully.

Work reimagined: Office redux, remote reign, or hybrid harmony in 2024?

Employees have embraced the freedom of remote work post pandemic. What was the primary motivation? To bid farewell to the daily commute! This preference stems from a deeper yearning for autonomy in choosing when, where and how work is accomplished. Leaders and managers, while acknowledging this desire, remain hesitant about fully remote setups. They seek to uphold flexibility, while harbouring concerns about sustaining team performance and culture in long-term, home-based arrangements. As a compromise, many organisations have implemented two to three days of in-office work per week.

In 2024, we anticipate a continued shift toward structured hybrid models, tailored to specific sectors and roles

In 2024, we anticipate a continued shift toward structured hybrid models, tailored to specific sectors and roles. This evolution signals a workplace landscape that prioritises fostering a balance between flexibility and collaboration.

Degrees or doers? Will skills reign supreme in 2024’s hiring arena?

In the face of rapid technological advancements, employers are increasingly recognising the value of diverse skill sets over traditional academic qualifications. This is where the skills-first hiring approach emerges, prioritising a candidate’s demonstrable abilities over degrees and years of experience. For organisations to thrive in this evolving landscape, adapting talent-acquisition strategies is crucial. The key lies in broadening the search beyond degrees and looking towards skills. This calls for redefining entry barriers rather than lowering them. Instead of assuming that a specific role requires a certain degree and level of experience, organisations can assess for the key qualities and skills needed to excel in that role. Robust skills assessments become essential companions in this approach.

The skills-first approach is particularly prominent in emerging industries facing talent shortages and a need to tap into a wider talent pool. However, it’s important to acknowledge that traditional hiring practices relying on qualifications and experience still hold value in industries and roles with abundant talent.

Career cartography chaos: Can HR map the modern maze in 2024?

The historical evolution of career planning has undergone a significant transformation, shifting focus amidst changing technology and evolving employee aspirations. Today, career planning no longer adheres to a linear path or a straightforward ladder. In 2024, HR will play a pivotal role in reimagining employee journeys by embracing a flexible, personalised and skills-based approach to career development. HR can foster a culture of continuous learning, adaptability and inclusivity, ensuring that organisations and employees thrive in the dynamic landscape of work in 2024 and beyond.

This article is sponsored by Thomas Assessments

43 leaders predict the upcoming trends for 2024. To download the e-copy click here

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The interconnectedness of growth, innovation and talent retention is undeniable. An organisation’s ability to attract and retain its workforce hinges on its success in fostering a culture of continuous development and innovation. Technology undoubtedly plays a pivotal role in this aspect, particularly in our sector where staying abreast of the latest technological advancements is integral to our business and functional teams. Embracing new technology is not just beneficial but imperative for driving innovation, enhancing productivity, reducing costs and meeting the quality standards demanded by customers.

At Jindal Stainless, we have effectively integrated advanced tools across various departments, including sourcing, finance and sales, resulting in streamlined and expedited processes. Today’s employees seek to stay informed about cutting-edge technologies to deliver optimal experiences for stakeholders. Looking ahead to 2024, I believe it is essential to learn new technologies and also crucial to adapt them swiftly. As we are on a journey of redefining our value proposition to attract and retain talent, the focus definitely will be on creating an enabling an ecosystem where employees get opportunities to upgrade their skills, knowledge and competencies. We are committed to making sure that the talent stays contemporary in its thoughts, ideas and skills to be able to contribute effectively in the ever-changing business and market context.

It is imperative for the internal comms and HR teams to work in tandem, for a more productive workforce

Talent tug-of-war: Balancing retention with inflationary realities

The attraction and retention of talent is driven more by how compelling and holistic the value proposition for the employee is, beyond monetary considerations. We at Jindal Stainless build our value proposition around an enabling work ethos and culture, providing learning and development opportunities, creating a sense of community, allowing the freedom to experiment, offering enriching experiences and careers, as well as a sense of empowerment.

Quiet quitting tsunami: Can HR turn the tide on disengagement?

For any business to succeed, it is important to focus on how its employees feel about their work and workplace. To achieve this, it is imperative for the internal communications and HR teams to work in tandem, fostering a more productive workforce. While technology can serve as a powerful tool to improve engagement levels, technology alone is insufficient to revive employee enthusiasm. Employees must partake in physical activities, indulge in social interactions and support each other in creating a positive work environment. The managers have a significant role to play in managing the motivation and morale of the team. It’s important for them to stay connected, have regular conversations and address concerns in a proactive manner.

Open communication between employees and management further builds trust and fosters engagement by soliciting feedback, addressing concerns promptly, and establishing two-way communication channels. Employees are keen to engage in activities that contribute to the society.

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Prioritising talent acquisition and development remains a paramount trend. With the continual advancement and widespread adoption of technology tools, the insurance sector stands as a significant source of career opportunities nationwide, owing to its geographical expansion and financial stability. The upcoming phase of growth is anticipated to originate from tier 3, 4 and 5 cities across the country, fostering increased employment and providing talented professionals with avenues to advance their careers.

As a key player in the industry, HDFC ERGO is committed to seamlessly integrating the three elements of talent attraction, talent development and technology enablement into a cohesive journey, establishing an attractive workplace positioned for Talent 5.0. The insurance sector, particularly at HDFC ERGO, is evolving as a futuristic entity, creating people-centric ecosystems with a digital-first strategy. The upcoming decade for HDFC ERGO is aptly themed as ‘Tech-ade’, symbolising a decade fuelled by technology. For us, technology is not just a tool; it’s about crafting digital experiences.

We actively encourage individuals to bring their authentic selves to the workplace

Inclusion illusion or inclusive ideal: Can HR build true equity in 2024?

At HDFC ERGO, we actively encourage individuals to bring their authentic selves to the workplace. An atmosphere of respect and sensitivity fosters an inclusive workplace where everyone can thrive. The leadership’s vision of creating an inclusive workplace is reinforced by comprehensive policies and office infrastructure designed to address the diverse needs of employees from various backgrounds. Leadership regularly reviews dashboards that track the representation of employees across different cohorts, encompassing gender, abilities, skills, thoughts, ideas and geographical locations. This commitment is further emphasised by encouraging individuals to express their ideas and suggestions in various forums.

Our approach of inviting individuals to bring their authentic selves to work, coupled with a deep respect for diversity, ensures that our total rewards system is equitable and tailored to suit each individual’s preferences. This commitment to inclusivity is a twoway process, with leadership dedicated to cultivating a culture that embraces diversity. Managers receive guidance and tools, including relevant policies, to actively live up to this commitment.

Work-life Jenga: Can HR help stack it right in 2024?

Work constitutes a crucial aspect of life, not separate from it. Encouraging professionals to reflect on this concept could empower them to shape the life they desire. Human beings inherently seek to be heard, understood, and provided with a platform for expression, a sentiment equally applicable to professionals within an organisation. It is imperative for organisations to establish an ecosystem where each individual can authentically express themselves in a psychologically-safe environment, feeling respected as unique individuals.

Facilitating the expression of diverse views and fostering the exchange of new ideas are effective means of establishing a sustainable workplace where every individual can thrive. When individuals feel a sense of belonging in their workplace, derive meaning from their work, and align with the organisational purpose, they are more likely to explore avenues that promote a healthier work-life balance.

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The insurance industry holds significant growth potential, requiring major transformations in workforce size, employee skills, operational volumes, organisational structure and overall growth strategies. Human resource leaders face the crucial task of aligning the workforce with new industry demands. Implementing this transformation involves strategic planning, leadership approvals and selection of HR tech vendors. However, the real challenge lies in ensuring universal adoption of these tech tools among all employees. Additionally, a strong emphasis on integrating IT into HR processes is a key strategy for delivering consistently high-tech and high-touch HR services across the organisation.

Work-life jenga: Can HR help stack it right in 2024?

It is crucial to recognise that the core of HR lies in emotions. Across countries, cultures, organisations and generations, five common factors regarding employees emerge: trust, respect, flexibility, empowerment and compassion. My guidance to all HR practitioners is to focus on these elements and apply the often-overlooked senses — common sense and human sense when implementing HR programmes for employee experience (EX). Technology can never replace human emotion, and the adaptation to AI is essential for those who wish to replace those who don’t.

L&D labyrinth: AI allies, EQ echoes – How will people learn in 2024?

The landscape in 2024 is evolving towards more engaging, personalised and technologically- enhanced learning experiences, preparing learners for a dynamic and tech-driven future. The future of learning and development in 2024 is shaped by several transformative trends:

Hybrid learning model: Organisational learning can be both structured and flexible, incorporating centralised and decentralised training along with various digital resources.

VR and AR training: Augmented and virtual reality are reshaping professional learning by providing immersive, interactive experiences, that are becoming essential in adult education.

Gamification: Integrating game elements into education enhances engagement, performance and retention.

Adaptive learning: AI-driven adaptive learning personalises educational content, reflecting its growing significance in the market.

Automated graded assessments: AIpowered assessments are revolutionising evaluation with efficiency, providing rapid and unbiased feedback.

Additional trends

Microlearning: Short, focused content delivery aligns with modern attention spans and lifestyles, offering diverse and flexible learning formats.

Reskilling and upskilling: Essential practices for keeping pace with the rapidly-changing labour market and for individuals and organisations adapting to digital transformation.

As we approach 2024, it signifies a turning point, adapting to an evolving digital landscape. Looking to the future, it is crucial to equip ourselves for further transformations, navigating a world that is accelerating its pace. Let’s embrace these changes, carry forward lessons from 2023, and strategically leverage emerging trends for profitability in 2024.

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As we usher in 2024, we stand at the threshold of a new chapter in work and employee experience. Amid evolving business environments, changing regulations and a global tapestry of talent, transformative trends will redefine the fundamentals of work, workforce and workplace. This redefinition will involve a close interplay of technology, agility and a commitment to inclusivity, all underlined by a strong and enduring culture.

Technologies on the horizon, such as generative AI, have the power to transform our perception of work, workforce, and the workplace. The demand for ‘full stack’ engineers, possessing a comprehensive understanding of all aspects of technology, is set to soar. Learnability, the ability to quickly learn and adapt, is emerging as another critical skill for future hires.

HR 2.0: From paper pusher to strategic brain trust?

In 2024, HR is poised to transcend its traditional scope and emerge as a strategic business function. Drawing from over three decades in the industry and a close observation of businesses, I cannot emphasise strongly enough why HR should be a business function and not merely a ‘business enabler’. The focus of HR should extend beyond routine functions to encompass agility, collaboration and engagement in critical business endeavours that impact the organisation’s most important metrics. From simplifying processes to contributing to complex deals, HR needs to be proactive in ensuring organisational readiness for any challenges that may lie ahead.

HR needs to be proactive in ensuring organisational readiness for any challenges that may lie ahead

Work reimagined: Office redux, remote reign, or hybrid harmony in 2024?

In the post-pandemic era, with employees seeking greater flexibility in their work arrangements, how organisations approach the return to the workplace has become a significant part of the workplace narrative. As we navigate the aftermath of ‘the great resignation’, the influx of new talent is a pivotal opportunity to assimilate individuals into the fabric of our organisational culture. Looking to the future, we must recognise that culture is not a standalone component but the driving force of the way of life in the organisation.

GenAI HR guru or big brother bot? Ethical dilemmas of the automated workplace

The increasing integration of AI in HR will help streamline many processes, ranging from recruitment to employee support. The key is to ensure the ethical implementation of AI, abide by organisational guidelines and global standards, and ensure that privacy is respected. Going ahead, we shall see a close and harmonious interplay of humans and technology in introducing AI-driven solutions, celebrating significant moments, enhancing managerial effectiveness and fortifying employer branding.

Career cartography chaos: Can HR map the modern maze in 2024?

In the global context, it is crucial to envision HR as a catalyst for career growth. Identifying high-performing individuals and providing them with accelerated career opportunities is not just a strategy but a personal commitment. Understanding the unique aspirations of every employee and adopting a personalised approach to career development ensures that everyone’s journey is aligned with their potential.

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In the dynamic realm of human resources, the central theme for 2024 should revolve around delicately balancing the attraction of fresh talent with the continuous upskilling of current employees. While the attraction of new talent remains pivotal, the strategic alignment of skill development and technology adoption emerges as a compelling strategy for both talent retention and organisational growth, particularly within the BFSI sector.

In the new year, our focus extends beyond addressing current skill gaps to anticipating future industry requirements. Our upskilling initiatives are intricately linked with technology adoption, strategically incorporating emerging technologies into our training methodologies. The synergy between upskilling and technology ultimately contributes to the creation of an appealing work environment for new talent acquisition and the retention of existing employees.

Inclusion illusion or inclusive ideal: Can HR build true equity in 2024?

To fortify inclusive cultures, organisations must bolster executive sponsorship for inclusiveness. Two prominent cohorts—Millennials and women—are poised for significant growth in future workplaces. This necessitates targeted leadership training to instil inclusive practices and transparent pay assessments for ensuring equity across all organisational levels. World-class organisations today are required to conduct regular diversity audits to sustain and enhance equal opportunities, aligning with the overarching goal of integrating diversity and inclusion into the core of organisational culture.

We have an ambitious target of achieving 30% gender diversity by FY25

The global trend toward workplace inclusivity must be evident in an overall commitment, recognising that a diverse and inclusive environment is not only a moral imperative but also a strategic advantage fostering employee engagement, satisfaction, and overall organisational success. With an ambitious target of achieving 30 per cent gender diversity by FY25, we acknowledge the importance of fostering truly inclusive cultures.

L&D labyrinth: AI allies, EQ echoes – How will people learn in 2024?

With the ongoing advancement of generative AI, the learning process for many technical skills will be streamlined, prompting a shift towards a more comprehensive skill set focused on initiating, validating, and enhancing AI outputs. However, collaborative abilities extend beyond mere interaction with machines. The enhanced capabilities facilitated by generative AI underscore the growing importance of distinctly human skills, making them integral to learning and development (L&D) programmes.

In addition, individuals must embody critical thinking, ethical considerations, and innovative thinking to enhance organisational outcomes and societal wellbeing. A learning mindset, characterised by curiosity, experimental techniques, and a willingness to tackle new challenges, becomes essential for navigating the evolving landscape of 2024 and beyond.

Work-life Jenga: Can HR help stack it right in 2024?

Recognising this challenge, organisations need to acknowledge that their employees are not just professionals but individuals with multifaceted lives. This involves embracing the intertwining of work and personal responsibilities. In 2024, HR strategies will centre around providing comprehensive support to employees. This includes implementing flexible work arrangements, leveraging technology for remote collaboration, and fostering a culture of trust and open communication. Acknowledging the importance of well-being and mental health, HR professionals will have to conceptualise initiatives that extend to creating an environment fostering both personal and professional growth.

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In the FMCG sector, characterised by intense competition, gradual deflation and a deceleration in growth, the challenges are multifaceted. The three priorities are not conflicting but interrelated, and the key challenges include:

Leveraging technology and data to comprehensively understand rapidlychanging consumer needs, including those of Gen Z, and utilising them as a key driver for innovation. Accomplishing more with increased speed and efficiency, utilising technology to streamline and enhance organisational processes. This is a faster approach to innovation and go-to-market strategies.

Expanding distribution networks rapidly to reach every household, with a specific focus on rural India. This expansion encompasses the utilisation of channels such as e-commerce and organised retail.

In addressing these challenges, technology will play an even more dominant role than before. Many organisations, ours included, have begun incorporating artificial intelligence (AI) and machine learning (ML) across various operational areas to meet the aforementioned challenges. The talent requirements, whether sourced internally or externally, must align with the demands of these challenges, emphasising a tech-savvy approach to capitalise on emerging opportunities.

Work reimagined: Office redux, remote reign, or hybrid harmony in 2024?

When one of the world’s most valuable and largest companies mandated a return to the office, it resulted in widespread resignations across various organisations, including many at senior levels. Although this trend is not as prominent in India, the significance of flexible working as an element of the employee value proposition has grown. This is particularly true for GenZ and similar employee profiles. Upon a recent deep dive into engagement within some of our functions, flexible working emerged as a surprisingly high factor. In the FMCG sector, given its manufacturing and distribution focus, complete work-from-home implementation for the entire workforce has limited scope. Hybrid working, therefore, has become imperative in certain areas. The guiding principle is to afford employees the autonomy to determine the most effective way to accomplish their tasks.

Discussions on generational preferences often lack a deep understanding of ground-level implications

Career cartography chaos: Can HR map the modern maze in 2024?

Traditionally, in the manufacturing sector, including FMCG, workforce segmentation was conceived in binary terms: white vs blue-collar, based on the nature of the job. The time has now come to adopt a mindset that allows for more nuanced segmentation based on employee profiles and preferences. This shift is more challenging than it may initially seem.

One effective approach, in my view, for HR to cultivate this mindset throughout the organisation is to consistently gather and analyse employee preferences based on their ‘generation profile’ and utilise this information as a reflective tool for the leadership team. It’s noteworthy that while discussions often revolve around differing generational preferences, true comprehension of the implications at the ground level is often lacking. Strikingly, we appear to be more adept at grasping and implementing such differentiations at the consumer level than at the employee level.

Quiet quitting tsunami: Can HR turn the tide on disengagement?

The primary challenge for HR leaders lies in comprehending and conveying to business leaders the necessity for distinct workforce ‘segmentation’ based on unconventional criteria. Presently, technology equips HR leaders with more potent ‘data’ tools than ever before to effectively communicate this paradigm shift to business leaders.

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In 2024, organisations will continue to prioritise building an employee-centric workplace, recognising its significance for heightened productivity, innovation, and sustained success.

Organisations will particularly focus on:

Flexibility: It has become a standard employee expectation but the manifestation of flexibility may vary across sectors based on their unique needs.

Inclusivity and purpose: Employees seek organisations with a broader purpose beyond financial success. Concepts such as diversity and inclusion (D&I), corporate social responsibility (CSR), and environmental, social, and governance (ESG), will play a dominant role in shaping the new workplace era.

Automation: Digitalisation is essential for delivering a delightful experience to all stakeholders, including employees. Automation will play a more significant role in HR, not only for people management but also in change management. Upskilling becomes crucial to help employees adapt to emerging technologies such as AI, which demonstrates tremendous potential.

Skills over role: The evolving workplace, shaped by technology, underscores the importance of helping employees expand beyond predefined roles and acquire new skills to stay relevant consistently.

Talent tug-of-war: Balancing retention with inflationary realities

A strategy encompassing growth, development, and emotional engagement with the organisationcan serve as a winning approach not only for recruiting new talent but also for retaining existing employees. Talent management and development strategies need to go beyond competitive compensation structures, requiring a tailored approach across organisations.

HR will reassess intricate contemporary work dynamics for a sustainable and inclusive workplace

This year, upskilling emerges as the most critical element to meet evolving customer and business needs. In dynamic industries such as life insurance, where changes align with regulatory shifts and customer expectations, change management at the company level becomes imperative. Therefore, qualities such as agility and technical proficiency become crucial for employees. Additionally, a significant element contributing to our success is social commitment. Our workforce’s strong dedication to CSR activities has proven successful in engaging employees and fostering a sense of purpose.

Productivity panic or prioritising peace: Will we work smarter in 2024?

Productivity will continue to be a key focus in 2024, given the expanding economy and improved growth opportunities across India Inc. To align with this emphasis on higher productivity, there will be a shift towards redefining measurement metrics, incorporating greater flexibility, work-life balance, and fairness in compensation structures. HR will reassess these intricate contemporary work dynamics to foster a sustainable and inclusive workplace culture.

Work-life Jenga: Can HR help stack it right in 2024?

I believe the emphasis should be on a culture driven by outcomes, performance, and productivity rather than the number of hours worked. Engaging work that keeps individuals ‘in the flow’ tends to enhance performance and contributions. It is essential for employees to perceive their employers and managers as caring and attentive, ready to support them when needed, and invested in their overall well-being and development. Offering work flexibility based on employee needs significantly contributes to balancing professional and personal life.

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While external perspectives can fuel innovation, empowering internal talent to match global standards should be the primary focus. Establishing learning academies for talent identification and upskilling, along with building a strong pipeline for future leadership roles, is an effective strategy. Balancing internal and external talent through equal opportunity programmes is vital for cultural and operational readiness, positioning organisations to stay ahead.

Work reimagined: Office redux, remote reign, or hybrid harmony in 2024?

To navigate the ongoing discourse on workplace flexibility, organisations must recognise the diverse needs of their workforce. A holistic strategy is essential for long-term thriving and crucial for preventing employee burnout. An ideal approach should embrace diverse generations and working patterns, offering a range of work arrangements from traditional office-based to remote options, and fostering a feasible hybrid model. This allows employees to strike a balance that suits their individual circumstances. Providing flexibility empowers employees to work in environments aligning with their styles and preferences, leading to increased job satisfaction, engagement and higher productivity.

Balancing internal and external talent through equal opportunity programmes is vital for cultural and operational readiness

Trust tinderbox: Can organisations reignite the employee spark in 2024?

For me, empowering employees to voice opinions and concerns is a cornerstone of building and sustaining trust. At Sterlite Power, we ensure transparency through quarterly leadership connections, keeping the entire organisation informed. Our chatbot allows employees to submit concerns or feedback directly shared with the leadership for timely resolutions. Feedback from the chatbot and regular pulse surveys enable thorough planning. Leadership is committed to actively listening and taking meaningful action, fostering a sense of ownership and trust, signalling that employees’ voices matter in shaping the organisation’s direction.

Payday revolution: Flex, on-demand and commuting costs—2024’s compensation conundrum

For corporate employees, we offer shuttle services to the nearest location, enhancing the commute’s convenience and cost effectiveness. We prioritise security measures, especially for women employees, ensuring a safe commuting experience. At the shop level, efforts are underway to minimise benefit disparities between corporate and shop employees, guaranteeing equitable financial support throughout the organisation. This inclusive approach demonstrates our commitment to addressing the diverse needs of our workforce.

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It is not a choice between the three—attracting talent, developing skills and adopting technology. They are complementary ingredients for the delivery of a value proposition that works both for people and businesses. When looked at separately, they may appear to be individual aspects of an HR portfolio. However, they are interconnected more than ever before. In talent attraction, for instance – we have moved from education to experience, experience to skills, and skills to attitude towards learning.

Gone are the days when people were hired for their qualifications or experience. Today, people are hired for their behaviour, problem-solving skills, and ability to be coached. Also, the use of technology—from employing an applicant-tracking system (ATS) to scan resumes, to screening candidates through a talent marketplace (such as Tech Mahindra’s AI-based tool)—is unprecedented.

AI is like the genie at your command, provided you know what to ask or instruct it to do

For the digital-transformation (information technology / enabled services) sector, where Tech Mahindra offers solutions, the interplay of the three becomes even more critical, primarily because of the volume of people that get hired daily, the nature of skills that evolve by the minute, and the technology itself that lies at the heart of this key industry.

Work reimagined: Office redux, remote reign, or hybrid harmony in 2024?

It is important to remember that we should never make decisions about people without involving them in the process. Therefore, employers should first analyse people’s sentiments through technology and deep- data insights. Basis data, they should devise strategies around compensation, benefits and employee policies, with a sharp focus on improving productivity and enhancing employee delight. Considering demographics, organisations should also take into account the diverse needs of the people they are enabling.

In some cases, they may only need evolutionary, micro-level changes (think of people who have worked from office for most of their lives), while in others, they may need revolutionary, macrolevel changes (especially for the younger generation that started their careers from home, and like their current rhythms). Accordingly, organisations can adjust the strategies to make them rewarding for each employee from a financial, cultural and wellness perspective. We need to also look at balancing the benefits of working from home and office from the people’s perspective, including aspects such as social bonding, learning together, collaborating, working flexibly and enjoying a work-life balance.

L&D labyrinth: AI allies, EQ echoes—How will people learn in 2024?

Today, AI is like the genie at your command, provided you know what to ask or instruct it to do. Every generation has had the opportunity to define what people will do and what machines will do, and that choice has made all the difference. So, when it comes to skills, we must collaborate with AI—to both learn and teach better. It will not just help you do your current job faster, but also prepare you for the jobs of the future—we already have titles such as AI prompt writers and engineers. While we can now enable faster learning in terms of people’s technical quotient (TQ) through AI, we need much more to develop our emotional quotient (EQ). More EQ skills such as empathy, collaboration and purposefulness should become vital considerations in our pursuit of exploring, learning and using AI.

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To sustain a mentally and physically healthy workforce in 2024, organisations must continue to focus on flexibility, agility and collaboration. Emphasising flexible work policies, including hours and remote options, enables employees to balance personal and professional commitments. Leaders should encourage open communication, providing a platform for feedback and setting clear expectations to empower their teams. This dual approach helps employees navigate work and personal lives effectively, fostering a culture of understanding and support.

A motivating workspace with skillgrowth opportunities keeps employees engaged and purposeful. Pitney Bowes offers access to education, skills training and a roadmap for upskilling. The ‘Anytime Feedback’ concept facilitates employee development, enhances relationships and aids goal attainment. Embracing feedback fosters a culture of collaboration and, combined with understanding and compassion, creates a workspace where every voice is valued.

Five generations, one workplace: Can HR unify the tapestry of talent?

With each new generation joining the workforce, there is renewed vigour and hope, along with accompanying stereotypes. Unlocking the full potential of a multi-generational workforce requires recognising each employee as an individual with unique experiences and skill sets. Organisations need to train their leaders and employees to raise awareness of biases, curbing behaviour that perpetuates stereotypes and can result in a defensive and fragmented workforce.

Investing in employees’ professional success and growth is crucial, fostering motivation and excellence in the workplace

Training leaders to grasp subtle differences and refine their leadership styles to accommodate the needs of a multi-generational team becomes crucial. For Gen Z, a mentally-healthy workplace with diversity and inclusion is crucial, while Millennials value company reputation, purpose, connection and career-development opportunities for employee retention.

Organisations bear the responsibility of empowering employees across all age groups, fostering a culture that not only acknowledges but celebrates generational diversity. Honouring the knowledge of older employees is essential. Promoting a culture of open communication and fostering crossgenerational mentoring facilitates knowledge sharing and builds a greater understanding among team members.

Trust tinderbox: Can organisations reignite the employee spark in 2024?

As we step into 2024, organisations need to proactively listen to their employees, understanding their experiences and needs in this evolving landscape. Leaders must engage in active listening and collaboration, identifying underlying problems through open conversations, town halls, or pulse surveys. Swift action should follow, implementing policies that foster transparency and accountability to include employees as key stakeholders. This step is vital for rebuilding trust within the workforce and fostering positive workplace relationships.

Moreover, investing in people andtheir careers is more critical than ever. Knowing that their company prioritises their professional success and growth keeps employees motivated and eager to excel. At Pitney Bowes, we nurture an environment where employees resonate with the sentiment of ‘PB Lets Me Be Me’.

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In 2023, many companies introduced return-to-office mandates to enhance productivity, foster better engagement and improve company culture. However, the desire for flexibility in remote work remains high on employees’ agendas.

In 2024, the hybrid work environment is poised to emerge as the true winner, with more companies embracing it to navigate the evolving tech landscape. Both organisations and employees must recognise the importance of returning to the office to promote teamwork and understand company culture. Simultaneously, they should appreciate the ease and flexibility that remote work offers.

“How can you fall in love with someone you have not seen?” This analogy underscores the significance of physical workplaces and face-to-face interactions with colleagues in forging bonds that shape one’s personality and career trajectory, while establishing the norms of the work environment.

L&D labyrinth: AI allies, EQ echoes — how will people learn in 2024?

Generative AI (GenAI) stands out as a transformative force with the potential to revolutionise learning and development (L&D) practices. Companies are increasingly incorporating GenAI tools across various L&D domains, including content creation, personalised learning experiences, assessments and collaborative learning. This shift frees up HR professionals to focus on creative engagement strategies for their teams, addressing a common challenge.

How can you fall in love with someone you have not seen?

However, a cautious approach is imperative, necessitating clear guidelines for the ethical use of GenAI and mitigation of biases. Human skills such as critical thinking, emotional intelligence and empathy become vital, acting as a counterbalance for AI to deliver impactful learning outcomes. Continuous monitoring and refinement of AI solutions, guided by feedback and research are essential. The most crucial skill in this new AI era is the ability and enthusiasm for continuous learning.

Inclusion illusion or inclusive ideal: Can HR build true equity in 2024?

In recent years, diversity, equity and inclusion (DEI) have rightfully become pivotal principles in HR. Organisations prioritising inclusive workplaces not only attract diverse talent but also cultivate safer and more productive environments, rich in varied perspectives, enhancing the overall work experience.

Mere inclusion of DEI on the HR agenda isn’t enough. Effective and practical policies supporting gender diversity, ensuring equal pay, promoting diverse leadership and incorporating anti-bias training are imperative. Recognising the unique perspectives everyone brings to the workplace — irrespective of gender, sexual orientation, or location— is essential. Companies aligning their policies with these initiatives will not only engage and inspire employees but also foster a profound sense of belonging.

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There is no clear-cut choice between attracting new talent (X option) and developing new skills or adopting new technology (Y option). Analysing the manufacturing sector in India, a combination of both X and Y strategies is essential. The proportion may vary based on factors such as the business cycle, location, product life cycle, business size and short-term versus long-term profit and loss considerations. However, there is a major shift towards the faster adoption of new technology, a trend that will continue to grow in 2024.

The ‘build and operate’ model will continue to hold significance in India, given the advantage of a young and large working population. Engaging new talent is akin to planting a seed and cultivating it in a customised environment, serving creative and objective purposes. Another advantage is the potential for continuity as a competitive edge, moulding intrinsic values to business growth with differentiation.

It is essential to explore the right strategy for an organisation, whether to compete in an existing space or adopt a ‘Blue Ocean Strategy’. While new technology has advantages as an aggregator of performance with accuracy and speed, creative and unique minds are crucial to innovate and elevate technology to the next level. I am confident that 2024 will provide a significant opportunity for the right mix of both options, complementing each other.

In our society, cultural foundations and heritage strongly influence our people’s persona

Trust tinderbox: Can organisations reignite the employee spark in 2024?

Employee trust will reverse its trend positively, benefiting both employees and employers. Trust is crucial to connect people, and organisations thrive when individuals work together with a shared vision and mission. Most companies have now adopted hybrid work systems, expecting this change to enhance trust levels and benefit all stakeholders. In our society, the social fabric differs from the Western world, with bonding influenced more by emotional connections than material needs and logical foundations. Cultural foundations and heritage strongly influence our people’s persona. Organisations play a critical role in creating an ecosystem to earn employees’ trust.

Degrees or doers? Will skills reign supreme in 2024’s hiring arena?

The significance of formal education is rapidly diminishing, and I see this as a positive albeit belated development. Why invest the prime years of life without adding value through formal education after reaching the age of 15-16? Consider a four-year engineering course—an investment for a certificate, and in many cases, not knowledge.

Few engineers apply conventional engineering skills in the workplace; instead, they support replacement, which often doesn’t require a four-year baggage. What’s essential is a modular understanding of applications related to their work and specialisation. I question if the knowledge life cycle will hold ground in a rapidly changing world of disruption. I apologise if my thoughts offend the community.

Today, knowledge is not as crucial as an employee’s performance in meeting deliverables based on their role, unless they work in functions such as research and design, innovation, legal, and so on.

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Talent, skill and technology each hold significant importance. A comprehensive HR strategy inherently integrates these elements, recognising their interconnected nature and the collective impact they can exert on organisational success. In HR, especially within industries such as pharma, talent acquisition remains a critical focus due to the high demand for specialised skills. Even in routine roles, acquiring quality talent is paramount.

Employer branding and the creation of a workplace culture will appeal to potential candidates. Continuous learning and development are imperative in rapidly-evolving industries such as pharma, given technological advancements, regulatory changes and scientific progress.

Prioritising skill development, particularly human skills, in the face of a dynamic environment, becomes essential. Technology plays a crucial role in streamlining HR processes, from recruitment and onboarding to performance management, thereby enhancing the overall employee experience. In the core areas of the pharma sector, embracing new technologies such as data analytics, artificial intelligence and digital platforms can improve research and development processes, enhance manufacturing efficiency, ensure regulatory compliance and provide valuable insights for managing customers and driving productivity.

Degrees or doers? Will skills reign supreme in 2024’s hiring arena?

Both skill-based hiring and formal education will remain pertinent. The trend of skill-based hiring is anticipated to expand, with employers placing greater emphasis on evaluating candidates’ abilities to apply relevant skills to real-world challenges, rather than overly emphasising formal education levels. However, it is crucial to acknowledge that the extent of this shift can vary across industries and roles.

Certain professions may still heavily value formal education, particularly in fields where a degree is a legal or regulatory requirement. However, possessing formal education does not guarantee success. Employers will consistently prioritise individuals who can solve problems, accomplish tasks and inspire their peers, regardless of whether these qualities result from formal education or competency. In sectors where gig work prevails,
employers frequently prioritise specific skills and experiences over formal degrees when hiring freelancers or contractors.

Career cartography chaos: Can HR map the modern maze in 2024?

In 2024 and beyond, organisations are poised to assume a pivotal role in reshaping employee journeys and adjusting careerdevelopment strategies to harmonise with the evolving needs of the contemporary workforce. Traditional, predominantly vertical career movements, often termed promotions, will encounter limitations. In the present era, employees are inclined towards a more flexible and diverse approach to career growth, rendering the conventional career-ladder approach restrictive.

A career lattice — presenting a framework that enables horizontal, vertical and even diagonal movements within an organisation— across roles and functions, offers a multitude of options and intriguing opportunities for pursuit. The lattice affords employees the chance to acquire new skills, explore diverse departments and assume novel roles, all while progressing in their careers. This approach to career growth aligns with the changing needs of the workforce, reflecting a preference for a more flexible, personalised and dynamic career trajectory.

Moving forward, career journeys will be characterised by less predictability and certainty, prompting individuals to take charge of their paths rather than relying solely on organisations. Companies will need to prioritise personalised learning paths for employees based on their skills, interests and career aspirations.

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While some companies view compliance with the PoSH Act as a mandatory task, there’s a significant number that seek to sidestep what they consider an added financial obligation. Ignorance plays a pivotal role in this reluctance, with concerns that implementing the PoSH Act may lead to an influx of sexual-harassment complaints. The fear stems from the idea that employees may become more vocal about such issues once a formal process is in place, creating apprehension among organisations.

For small businesses, the challenge is genuine, as they often lack the resources needed for effective PoSH Act implementation. Forming an Internal Complaints Committee (ICC), providing training and conducting investigations require bandwidth that smaller enterprises may struggle to spare.

Moreover, certain segments and cultures may trivialise sexual harassment in the workplace, discouraging employees from stepping forward with complaints. In such cases, organisations may, regrettably, not accord the process the gravity it necessitates, further complicating compliance.

The consequences of non-compliance with the PoSH Act are weighty, extending beyond mere monetary penalties to the erosion of a company’s reputation.

In this edition, we plunge into the intricate factors thwarting corporate assimilation of the PoSH Act, casting light on the challenges faced and the repercussions of failing to comply.

Happy and insightful reading!

Cheers!

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However, since the 2000s, we have taken significant steps to make workplaces safer and fairer for everyone. One of the big changes is the PoSH Act, short for the Prevention of Sexual Harassment Act of Women at Workplace (Prevention, Prohibition, and Redressal) Act, 2013. This important law was created to ensure that women feel safe and respected at work.

The PoSH Act

The PoSH Act, or the Prevention of Sexual Harassment Act of Women at Workplace (Prevention, Prohibition, and Redressal) Act, 2013, is a vital legislation in India addressing workplace sexual harassment. Its primary goal is to protect women’s rights and well-being by ensuring a harassment-free work environment.

About 60% of companies in big cities see PoSH as a vital part of how they do business,
and not just a rule to follow. In comparison, in smaller towns, the compliance rate is
below 50-10%

Viji Hari, CEO, CecureUs

Before its implementation, India lacked a specific legal framework for this issue, making it a significant milestone. The act mandates internal complaints committees (ICCs) in organisations with over 10 employees, emphasising prevention and resolution.

It also aligns with India’s commitment to gender equality, fostering an equitable and inclusive workplace. Importantly, the Act establishes a clear procedure for complaints, inquiries and penalties, providing women with a structured path to justice and resolution.

If it is so important and so favourable, then why do companies shy away from it?

How do organisations perceive the PoSH Act?

The way the PoSH Act is perceived differs from organisation to organisation. While some view it as a necessary and crucial step towards creating a safe and inclusive work environment, others may see it as an added regulatory burden or just a precautionary step.

The Act’s perception often depends on factors such as the organisation’s commitment to gender equality, its awareness of the Act’s provisions, and its willingness to proactively address sexual harassment issues. Ultimately, organisations that embrace the Act tend to prioritise the well-being of their employees and promote a more equitable workplace.

According to Viji Hari, CEO, CecureUS, “In big cities such as Mumbai, Delhi, Bangalore, and Chennai, companies take the rules about preventing sexual harassment seriously. About 60 percent of them see it as a vital part of how they do business, and not just a rule to follow. In smaller towns, however, many companies don’t pay as much attention to these rules, often considering them a mere formality. So, there’s a difference in how companies in big cities and smaller towns follow these rules.”

She further adds that in smaller towns, the compliance rate is significantly low, often below five or 10 per cent. Private corporations and institutions, including hospitals, show lower compliance levels compared to larger corporate entities.

Some smaller companies, particularly those working closely with MNCs and global businesses, recognise the importance of PoSH compliance. On the other hand, family-owned businesses, often smaller in size, may resist implementing POSH compliance.

They may perceive it as opening a Pandora’s box, introducing a concept that could disrupt the status quo. This diversity in attitudes may be influenced by the nature of the clients and the industries these companies operate in.

“The adoption of PoSH compliances in organisations is heavily influenced by their culture. The way organisations perceive and value these compliances is crucial.”

Smita C Kapoor, CEO and co-founder, Kelp HR, states

Smita C Kapoor, CEO and co- founder, Kelp HR, strongly believes that adoption of POSH compliances in organisations is heavily influenced by their culture. “The way the organisations perceive and value these compliances is crucial.” “Some organisations embrace POSH compliance as a genuine commitment, driven by a belief in its importance and a desire to create a respectful work environment. However, there are those who
treat it merely as a checkbox for compliance. The organisation’s culture and leadership play a significant role in determining it’s approach to POSH compliance,” explains Kapoor.

Speaking about the current status of POSH compliance, Kapoor feels that it is worth mentioning, looking back at the history. “The POSH guidelines were outlined in 1997, but many remained unaware of their existence until much later. For instance, I personally became aware of them in 2008, when they began to be integrated into our curriculum at the academy. Since then, the compliance efforts of organisations have been varied. Some have been proactive and fully compliant, while others have either ignored the guidelines or treated them as mere formalities.”

Roadblocks to embracing the PoSH Act

The biggest deterrent for companies to embrace PoSH compliances is a desire to sweep issues under the rug, to ignore them, or to avoid acknowledging their existence. This mindset tends to lead to the misconception that if complaints aren’t filed, there’s no need to comply. Additionally, some companies may lack trust in their management or fear that addressing such issues will disrupt their operations.

Shailesh Singh, CHRO, Max Life Insurance, shares that larger and more established companies appear to have embraced and implemented these regulations to a greater extent, while smaller and newer companies lag behind. He points out several factors that contribute to this situation.

“First and foremost, there is a significant lack of awareness among corporate leaders, especially in midsize and newer companies. Many are unaware of the existence of the 2013 Act, and this lack of awareness is a significant hurdle.”

“By handling the initial case with the utmost care and transparency, the company sets a significant precedent. When employees witness a tangible example of a complaint being
addressed effectively, it can serve as a powerful motivator for others to feel confident
about speaking up.”

Bhuvaneswar Naik, CHRO, Lentra

He further compares India to the global stage. Awareness of women’s diversity rights is notably lower in India than in the West. This extends to the corporate sector, where many individuals take these principles for granted and may not have deeply ingrained values regarding diversity and women’s empowerment. This lack of conviction contributes to the low of PoSH compliance.

Another significant hurdle is the comprehensive nature of the PoSH Act itself. It requires organisations to establish committees with powers akin to those of civil courts to gather evidence and follow a specific, detailed process for investigations. This process can be cumbersome and resource-intensive for companies.

According to Preeti Jain, VP-HR, Airtel, when we consider mid-sized and smaller offices, there is still work to be done. Some of these companies may face challenges, perhaps due to resource limitations or the absence of in-house training facilities.

Singh further mentions, “The Act mandates the formation of committees for locations with ten or more women employees, specifying their tenure, composition and procedures. Once an investigation is initiated, the corporate entity has limited influence over the committee’s final decisions, as these committees wield considerable legal authority. While management can present their perspective, they must navigate this delicate balance between running an independent company and respecting the committee’s autonomy. Many organisations find this aspect challenging.”

PoSH fosters empowerment and saves costs

Kapoor observes that organisations that proactively involve their employees in awareness sessions have observed a notable decline in harassment cases over time, even though they may not have completely eliminated such incidents.

By engaging employees in these awareness sessions, organisations empower their workforce to become active contributors to a safer and more respectful workplace environment. These sessions serve as platforms for open dialogue where employees can share their concerns, experiences and insights related to harassment. This not only helps identify potential issues but also fosters a sense of ownership and responsibility among employees to maintain a harassment-free workplace.

Bhuvaneswar Naik, CHRO, Lentra, points out that it is crucial to emphasise the significant financial implications associated with employee turnover. “Replacing an employee can be a costly endeavour, involving not just the recruitment process but also the time and resources invested in training a new hire.”

“There is a significant lack of awareness among corporate leaders, especially in midsize and
newer companies. Many are unaware of the existence of the 2013 Act, and this lack of awareness is a significant hurdle.”

SHAILESH SINGH, sr. director & CPO, Max life insurance

When a company takes proactive steps to prevent harassment and creates an inclusive, respectful workplace, it not only retains its existing talent but also avoids the substantial expenses linked to employee replacement.

These cost savings go beyond monetary considerations. They extend to the preservation of institutional knowledge and expertise. When experienced employees stay, they continue to contribute their skills and knowledge to the organisation, maintaining continuity and stability.

Overlooking the PoSH Act: Risks and missed opportunities for companies

Companies that choose not to implement PoSH compliance measures may unintentionally miss out on several valuable benefits. Overlooking the PoSH Act can result in substantial risks and missed opportunities for organisations.

Neglecting the issue of workplace sexual harassment not only puts employee well-being in jeopardy but also leaves companies vulnerable to legal and reputational challenges.

The PoSH Act offers several compelling advantages for organisations. First, it can help cultivate a safer and more harmonious workplace culture, ultimately contributing to the overall well-being of employees. A work environment free from harassment fosters greater job satisfaction and productivity, enhancing the quality of life for staff members.

Most importantly, prevention through compliance with the Act is significantly more cost-effective than dealing with the aftermath of harassment complaints and the subsequent redressal procedures. By proactively implementing preventive measures, companies can save both time and resources.

Additionally, adherence to the PoSH Act can safeguard a company’s brand and reputation.Public perception of a business is closely linked to its commitment to providing a safe and respectful workplace. Complying with the Act can mitigate the risk of reputational damage and potential legal consequences, preserving the company’s standing in the eyes of customers, investors and partners.

Addressing workplace harassment can lead to lower attrition rates. When employees feel protected and valued, they are less likely to leave their jobs due to a hostile work environment. This retention of valuable talent not only ensures continuity but also saves recruitment and training costs, making it a strategic advantage for any organisation.

Embracing the PoSH Act is not just a legal obligation but a proactive approach that can yield numerous benefits — from improved workplace culture to financial savings and reputation preservation.

Hesitation because of misuse!

One common and major reason for hesitation in implementing the PoSH Act is concern over potential misuse. Some organisations may worry that false accusations or misuse of the Act’s provisions can lead to unwarranted consequences for employees or damage to their reputation.

The PoSH Act, like any legal framework, has the potential for misuse in certain situations. Here are a few scenarios in which it can be misused:

False accusations: One of the primary concerns is false accusations of sexual harassment. An employee may make a baseless claim against a colleague or superior for personal gain, revenge, or simply to tarnish someone’s reputation.

Malicious intent: Individuals with malicious intent may misuse the Act to target someone they have personal grievances against, using it as a tool for harassment themselves.

“There is a growing expectation for companies to have PoSH compliance measures in place to address any issues that may arise. Raising concerns is not seen as a challenge anymore, as awareness and acceptance of one’s rights have become more prevalent.”

Preeti Jain, VP-HR, Airtel

Unfounded complaints: In some cases, employees may misinterpret normal workplace interactions or misunderstand situations, leading to unfounded complaints filed under the Act.

Retaliation: An employee who has faced disciplinary actions or negative feedback may file a harassment complaint in retaliation, even if the complaint is not genuine.

Influence over decisions: There is also the potential for misuse by those in positions of power who could use the Act to exert influence over colleagues or subordinates.

Hari strongly believes that while concerns about misuse are valid, it’s important to note that the majority of cases are not malicious. She observes, “In most instances, employees who come forward have genuine concerns. Stereotyping the entire process based on a small number of malicious complaints is not accurate.”

To effectively address the risk of misuse, organisations should take proactive steps. They can establish a foundation of clear policies, provide comprehensive employee training and establish a strong ICC dedicated to diligently investigating complaints. Timely and impartial investigations are key to upholding the Act’s intended purpose while minimising the possibility of misuse.

Educate, sensitise, train and then implement

Organisations that have prioritised training, awareness and a strong commitment to the spirit of the law have seen positive results.

One crucial approach involves giving priority to the very first employee who comes forward with a complaint. Naik opines, “By handling this initial case with the utmost care and transparency, the company sets a significant  precedent. When employees witness a tangible example of a complaint being addressed effectively, it can serve as a powerful motivator for others to feel confident about speaking up.”

Moreover, conducting live sessions and practical demonstrations can play a pivotal role in reinforcing the desired cultural change. These interactive sessions provide a platform for open discussions, real-life scenarios and hands- on learning, making the new culture more relatable and understandable to the workforce. Furthermore, involving employees in discussions about harassment and safety builds trust between the workforce and the organisation. It sends a clear message that the company values its employees’ well-being and actively seeks their input in shaping a more inclusive and secure workplace. This collaborative approach not only aligns with the spirit of the PoSH Act but also contributes to a positive and cohesive work culture where everyone feels respected and protected.

Hari shares, “In some cases, over the past six to seven years, organisations that have actively engaged employees in awareness sessions have reported a significant reduction in harassment cases. While not at zero, these organisations have seen a notable improvement in their workplace culture. Another positive outcome is the shift from a top-down approach to one where employees are actively engaged in discussions about harassment and safety. This collaborative approach has yielded positive results, with employees feeling more empowered and valued.”

Creating a culture of sensitivity and respect requires a multi-faceted approach that includes not only addressing complaints but also actively demonstrating the desired behaviour through real-world examples and engaging employee interactions.

Why is the PoSH Act a must?

In the long run, absence of PoSH compliance can be detrimental to companies. Jain believes, “Nowadays, people, especially the younger generation, are increasingly aware of the type of workplace environment they should expect. They understand their rights and the need for a safe and inclusive environment for all genders.”

She further emphasises that there is a growing expectation for companies to have PoSH compliance measures in place to address any issues that may arise. Raising concerns is not seen as a challenge anymore, as awareness and acceptance of one’s rights have become more prevalent.

The PoSH Act doesn’t stop at legal mandates; it promotes awareness and sensitisation programmes within organisations. These initiatives aim to educate employees about what constitutes sexual harassment and the repercussions of such behaviour. Through these efforts, the Act strives to cultivate a culture of respect and dignity in workplaces.

To further reinforce the importance of compliance, the Act specifies legal consequences for organisations that fail to adhere to its provisions. Penalties can include fines and even imprisonment, acting as a discouragement to employers who may be inclined to overlook sexual-harassment issues.

Organisations should concentrate on fostering a workplace culture where legitimate concerns can be reported without fear of adverse consequences. This entails nurturing open communication channels, cultivating trust between employees and management and ensuring that the entire process is conducted with fairness and impartiality at its core. By doing so, companies can not only comply with the PoSH Act but also create a more respectful and supportive environment for all their employees.

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Technological changes are becoming permanent, with every company transforming into a software enterprise, regardless of the industry sector. The rapid evolution of technology, especially GenAI emphasises the critical need for both adopting new technologies and upskilling on them. In the current landscape, talent that stands out demonstrates proficiency through practical application and realworld experience rather than relying solely on certifications or theoretical knowledge. Continuous upskilling, coupled with hands-on experience in new tech environments, is vital for staying relevant in the market.

Talent tug-of-war: Balancing retention with inflationary realities

The era of incurring disproportionate costs to identify talent has passed. Today’s focus is on reaping financial rewards through well-thought differentiation in performance, grounded in the application of market-relevant skills and a sincere effort to apply the right combination of skills, knowledge and competencies to real work outcomes.

Therefore, the HR function plays a pivotal role in ensuring that rewards are tied to performance outcomes, considering expectations such as agility, resilience, adaptability to change and ambiguity, and staying market-relevant with the right skills. Managerial capabilities must be continually upskilled to reinforce cultures built on trust and enablement for optimal performance.

The Metaverse is a lasting force with the ambition to seamlessly blend virtual and physical experiences for future potential

GenAI HR guru or big brother bot? Ethical dilemmas of the automated workplace

Certainly, HR leaders will exhibit enhanced wisdom, discretion and curiosity in adopting AI, specifically GenAI. This is crucial due to its evolving nature, promising bigger and better outcomes that can deliver creative personalised experiences for customers while simultaneously addressing ethical and privacy concerns through profitable solutions. Artificial intelligence will transition from being the most-discussed technology to perhaps the most explored, aiming to drive high-impact outcomes for the real world by HR, and this exploration will continue to deepen over time. However, this exploration should be conducted mindfully, considering the possibilities within ethical and privacy guardrails.

Metaverse mirage or work revolution? HR decides the fate of virtual experiences

The Metaverse is undoubtedly here to stay. However, in a world driven by new technologies, the impatience for rapid RoI is evident. Given the current ‘work from anywhere’ scenario, the Metaverse will persistently reshape traditional HR processes and collaboration. Nevertheless, patience is essential as it matures and evolves, a process expected to occur annually, including the present year, for at least the next five years.

Quiet quitting tsunami: Can HR turn the tide on disengagement?

Employee enthusiasm cannot be cultivated over a virtual call. It thrives on in-person human interactions, dialogues and collaborations. Therefore, the key focus this year should be on bringing people back to offices for these essential interactions, brainstorming sessions, collaborations and the development of networks and workplace relationships. It is crucial for individuals to meet faceto-face to foster better understanding and collaboration. This is also essential to establish a cohesive team and a strong connection with the company’s culture. While technology remains a powerful enabler, it is these in-person human interactions that hold the key to rebuilding engagement that may have been lost.

In the post-pandemic era, if there is one aspect that has been significantly crucial, it is communication— specifically, the need for extensive communication to employees. Virtual mediums have limitations in facilitating effective communication.

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India’s infrastructure sector, riding a tailwind, demands HR agility. Attracting talent, honing skills and embracing tech remain our top priorities in 2024, just as they were in 2023.

We need a diverse orchestra of talent—experienced veterans and tech-savvy newcomers, adaptable to the sector’s digital metamorphosis. Campus hiring will nurture future leaders, while internal mobility programmes will cultivate fungibility across construction and project management. Remember, a strong employer brand built on innovation and growth opportunities is the magnet for top talent.

Skill sonata: Upskilling our existing workforce is crucial. We must equip them to navigate the industry’s rapid evolution, with particular focus on empowering last-mile workers through targeted skill-development programmes. Imagine a future where skilled supervisors become a thing of the past!

Tech tango: Technology—from efficiency-boosting tools to sustainability monitors—will revolutionise project delivery. However, it needs the right dance partner—a skilled workforce. Attracting tech-savvy talent and investing in ongoing training are the steps to this synchronised dance.

The future of retention and attraction is clear— employee growth; not micromanagement

Productivity panic or prioritising peace: Will we work smarter in 2024?

Productivity’s enduring reign in the workplace has been fuelled by a potent cocktail: technological progress, scalability ambitions and an insatiable thirst for growth. However, whispers of a shift are brewing. Future workplaces, though still beholden to the productivity god, may see a change in perspective, perhaps even a change in the altar. And ironically, this new lens has the potential to unlock even greater efficiency.

Focus on well-being: Both physical and mental

The future of work rewrites the rules, shifting focus from pushing employees to optimising processes. Technology becomes the conductor, automating the mundane and amplifying human ingenuity. Employee experience, the new melody, thrives on positive environments, skill development and a sense of purpose. This isn’t just about efficiency gains; it’s about unlocking human potential and crafting a work experience that resonates.

Degrees or doers? Will skills reign supreme in 2024’s hiring arena?

My formal education in HR tells me that degrees are irrelevant beyond a point. Experience and skills matter. Unless it is a matter of compliance or a regulatory need, the industry has been wise enough to go for skill-based hiring all this while.

HR 2.0: From paper pusher to strategic brain trust?

The CHRO’s role has always been inherently strategic, a potent force shaping the organisation’s most critical asset: its people. Yet, some choose to remain in a transactional, clerical zone, shying away from owning this vital resource. This is a missed opportunity. History is replete with examples of CHROs who, by embracing ownership, adding value and becoming strategic allies of CEOs and MDs, have propelled their organisations to success.

The obstacles to a strategic CHRO—role definitions, business landscapes, management intent, or culture— aren’t external. They lie within. It’s the choice and character of the individual occupying the CHRO’s chair, that determine their impact.

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In the field of Cloud governance—a niche area focused on defining, implementing and monitoring organisational cloud operations—the skill framework parallels that of cloud- service providers and SaaS companies. The interconnectedness of developing internal talent and acquiring new skills with HR technology is crucial. In this nascent yet niche sector, HR’s role is pivotal, requiring expertise in programming languages, cloud platforms, database management, information security (Info Sec), application programming interface (API) and DevOps skills. Both talent management and acquisition will be instrumental in sectoral development.

Work reimagined: Office redux, remote reign, or hybrid harmony in 2024?

Irrespective of the noise around this debate, I don’t believe organisations will enforce full-time office work. Recent years have demonstrated successful collaboration in remote work, emphasising the shift toward hybrid models. Hybrid work is not just a valuable benefit but also crucial for attracting and retaining top talent. The increasing demand for hybrid work underscores the need for employers to adapt policies for competitiveness. A survey by IWG highlights that 22 per cent of Millennials and Gen Z willing to sacrifice 31-40 per cent of their salary for hybrid work, contrasting with Boomers and Gen X (25 per cent) who wouldn’t consider such a trade-off.

It is vital to design skill-testing methods, moving beyond reliance on graduates from top
technology schools

Trust tinderbox: Can organisations reignite the employee spark in 2024?

If my manager expects top-notch performance, as an employee, I’m entitled to a trusting relationship. While a highperformance, high-trust culture is ideal, choosing a medium- performance and high-trust one is reasonable. Opting for high performance and low trust creates a toxic work environment, detrimental to fostering a high-performance culture.

Degrees or doers? Will skills reign supreme in 2024’s hiring arena?

Several years ago at Amazon, I recall a team conducting a study on the correlation between graduating from a top technology school and organisational performance. The unsurprising result was that there was no correlation. A closer examination of causation revealed that demonstrable skills, not academic excellence, led to high performance. The crucial task is to devise skill-testing methods rather than relying on graduates from highly-ranked technology schools. I also recall Zoho’s founder stating they abandoned the emphasis on academic degrees for roles and focused solely on testing skills.

HR 2.0: From paper pusher to strategic brain trust?

Indeed, it is. I strongly believe that the recent years and the forthcoming decade constitute the optimal period for HR professionals. Business leaders recognise the strategic significance of a proficient HR partner. Most organisational transformation challenges converge on culture, regardless of the terminology used.

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In the natural resources sector, our focus will remain on the following:

• Identifying the best experts capable of making a significant impact through AI, technology and digital advancements to enhance productivity and deliver projects with a focus on quality, cost and timelines, using global benchmark tools and techniques.

• Cultivating high-quality talent with top-notch skills right from the campus stage is imperative. To achieve this, we need to equip our universities with the best curricula and training so that graduates come with confidence and can hit the ground running in the industrial world.

• Fostering diversity and inclusion in a structured manner within the industry is also our endeavour and responsibility. This requires conscious efforts to increase ratios and provide a platform. Above all, it is crucial to instil the importance of ‘cost-focus in every walk of life’, encompassing low-cost productions with the best quality and technology, leading to the highest level of customer satisfaction.

Profound expertise in areas such as data science, predictive analytics, green energy, AI, ESG and sustainability will become highly prominent

Productivity panic or prioritising peace: Will we work smarter in 2024?

Productivity will always remain at the core of business performance, and to achieve the best results, it is important to ensure the following are in place:

• Top-notich leaders and a competent team at every level within the organisation.

• A robust ecosystem that prioritises the care and well-being of individuals, leveraging cutting-edge technology for accelerated delivery.

• Key focus on engaging all stakeholders in driving business performance, and more importantly, adding value for
the greater good of the community and the nation.

• Empowered young minds and women leaders to serve as a gamechanger, leading to transformational outcomes in terms of productivity.

Degrees or doers? Will skills reign supreme in 2024’s hiring arena?

Absolutely! As we move forward, the emphasis will be on skills and competencies. Profound expertise in areas such as data science, predictive analytics, green energy, AI, ESG and sustainability will become highly prominent. However, a combination of education and experience will contribute to the holistic leadership development necessary for navigating this evolving landscape.

Five generations, one workplace: Can HR unify the tapestry of talent?

We’ve never believed that one size fits all. Various policies cater to different needs, each being useful in a unique scenario to every individual. Hence, describing them as ‘one size fits all’ may be misleading. However, distinct preferences do exist—in terms of career aspirations, prioritising flexibility, mobility, benefits, stability and so on.

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India’s renewables boom hinges on a finely-tuned ecosystem of skilled people, tech-driven equipment and efficient logistics. As the sector rockets towards its 500 GW target, the demand for trained manpower will skyrocket. This presents a golden opportunity to not only combat climate change but also nurture a purpose-driven workforce.

However, a skills gap looms large. To bridge it, companies must employ innovative skilling methods for graduates, leverage technology for self-service and manager-effectiveness tools, and also foster a high-performance culture. Talent craves not just compensation and career prospects, but also an emotional connection to the organisation’s purpose, built on mutual trust, learning opportunities, meaningful work and an inclusive environment where honest mistakes are embraced.

Skill building is no longer optional; it’s a business imperative. The year 2024 and beyond will see a surge in focus on skill development, technology proficiency and data-driven decision-making at every level.

Work reimagined: Office redux, remote reign, or hybrid harmony in 2024?

Work decisions dance to a different tune now. COVID imposed a stark binary: remote work where possible, or health risk. But regardless, some professions still waltzed into the office. Today, the melody shifts. Companies aren’t the only ones calling for in-office collaboration; employees themselves yearn for a return to normalcy.

We often overestimate the complexity of managing multiple generations; their entries have
been staggered, fostering continuous assimilation, acceptance and collaboration

Degrees or doers? Will skills reign supreme in 2024’s hiring arena?

While degrees remain relevant, organisations prioritise a scalable workforce capable of adapting to industry needs. Relevant degrees retain their value, even in new-age technology fields, alongside minimum qualifications or applicable experience. Skill-based hiring, however, can be industry-specific; a hospitality chain may favour a skilled chef over a qualified trainee.

To address skilled manpower shortages, organisations increasingly hire qualified fresh graduates and train them through tailored skill-building programmes. The future likely holds a synthesis of ‘and’ rather than ‘either’ when it comes to hiring. Expect to see a continued emphasis on degrees alongside relevant skills, ensuring a well-rounded and adaptable workforce.

Five generations, one workplace: Can HR unify the tapestry of talent?

A single, well-crafted set of policies can workforce. We often overestimate the complexity of managing multiple generations; their entries have been staggered, fostering continuous assimilation, acceptance and collaboration.

Differing policies for different demographics under the same roof can be counterproductive. Instead, a unified organisational purpose can foster a more productive workforce. Conflicts, clashes and disagreements are natural in any social setting, and can even lead to better solutions when constructively addressed.

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All of these and their interconnectedness will be key HR priorities for the coming year. However, even more fundamental and a prerequisite to executing on these agenda items will be leadership and culture. Both must remain a key priority in every organisation across sectors. The new age, especially the New Year, will need more agile and anticipatory leadership to be more comfortable making bolder bets. This will mean creating an enabling culture that will alter the other HR priorities.

Work reimagined: Office redux, remote reign, or hybrid harmony in 2024?

The hybrid model is here to stay. While companies continue to want to get back to the older office-based norms, they must stay flexible, possibly with some guardrails. Some jobs cannot be done from home. Therefore, we will see less flexibility there. However, many jobs can be done from home, and those will be in demand. This is because, there will be talent wishing to avoid wasting time on meaningless commutes. Smart HR thinking will be to make prudent decisions rather than issue compliance fatwas.

Smart HR thinking will be to make prudent decisions rather than issue compliance fatwas

Payday revolution: Flex, on-demand and commuting costs—2024’s compensation conundrum

This is not a new area. Over the years, we have seen, and mercifully so, greater flexibility and choice in pay design. It is healthy. The ability of companies to make off-cycle decisions will be largely linked to industry business cycles and related talent-retention challenges. However, flexibility, choice and greater variable pay in the total rewards mix are what I see happening more.

Career cartography chaos: Can HR map the modern maze in 2024?

How HR will step up is yet to be seen. However, my counsel would be to shift the ownership of career management to individuals rather than retain it as a company prerogative. Create more openended possibilities that individuals can explore. It will help improve the quality of career conversations, and the company will become an enabler of people’s choices. Time-bound, batch-based, in situ promotions must stop, as that clearly has bred a culture of mediocrity.

HR 2.0: From paper pusher to strategic brain trust?

I have maintained for a long time that HR needs to shrink its size and move from doing to ‘getting it done’. It must transform itself into a leaner but more strategic function for organisational effectiveness. This will be a journey, though, and as long as 2024 can see clear steps forward, I think it would be a welcome start.

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The NBFC sector is thriving, poised for unprecedented growth, with a 36.3 per cent urbanisation rate and an average age of 28 years in India. Housing sales in top cities have surged by 31 per cent, indicating a vast untapped opportunity. Positioned in an upcycle phase, the NBFC sector presents abundant opportunities for the skilled talent pool invested in it. Both new entrants and established players must navigate the talent war, with the challenge being not just attraction but retention of skilled professionals. The industry exhibits a diverse talent spectrum, ranging from those indifferent to educational qualifications to highly qualified minds shaping policies and managing risks.

In this dynamic landscape, two key priorities for the 2024 strategy emerge:

• Talent attraction remains a formidable challenge, but retaining this talent is the greater challenge.

• Achieving operational efficiency is paramount, requiring a strategic blend of technology adoption and a mindset attuned to identifying opportunities for efficiency gains and enhancing customer experiences.

Work reimagined: Office redux, remote reign, or hybrid harmony in 2024?

Exploring ‘Employee behaviour science’ is now imperative. Traditional work arrangements will not make a comeback in 2024. Flexibility, an often underutilised retention tool, is essential for attracting the right talent. It revolves around establishing trust and empowering employees, catering to the diverse needs of our workforce, spanning corporate and field roles, including talents from various backgrounds and gig workers. Embracing the ‘work from anywhere’ concept, 2024 will see practices fostering innovation by leveraging the strengths of diverse talents. The focus extends beyond innovative work arrangements to rethinking ways of working, requiring flexible organisational and team structures that can adapt to evolving needs.

In 2024, HR grapples with the dual challenge of attracting and retaining top talent within financial constraints

Inclusion illusion or inclusive ideal: Can HR build true equity in 2024?

Inclusion and diversity are vital for our industry’s sustainability. At Hero Housing, transparency, respect, equality and empowerment form the core values. All opportunities are accessible to competent individuals, and we invest in and support promising talent through learning, development and growth opportunities. Our constant focus is on cultivating a conducive work environment that fosters employee encouragement and motivation.

Initiatives such as work-from-anywhere and career-restart programmes to attract individuals on career breaks, including superannuated experts, were introduced and will be further enhanced in 2024 to truly embrace diversity. We are committed to reinforcing our beliefs and expanding the impact of our unique talent-management programmes in the coming year!

Five generations, one workplace: Can HR unify the tapestry of talent?

The generational mix in our industry is advantageous. It offers a unique blend of perspectives that enhances our understanding of customers. It is crucial to channel this energy toward creating business value, fostering workforce cohesion and internal introspection to mitigate conflicts and improve customer responsiveness.

As we navigate 2024 and the years ahead, innovation is paramount. Policy and governance will contribute to achieving uniformity, and our focus is on implementing interventions tailored to the distinctive needs of each workforce segment. Our priority is to establish an environment that caters to diverse segments, encompassing policies such as pink leave and amoeba teams formed on the basis of organisational requirements.

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For us, the top priority in 2024 will be to develop new skills. While newer skillsets, multi-skilling and upskilling would take centre stage, new talent and new technology would come in based on need. Our renewed focus on superior quality and better asset utilisation needs skillupgrade campaigns in several areas. In line with this, we have started enterprisewide programmes in the following three areas —i) larger foray into AI/ML based problem-solving; ii) safer operations through adoption of emergent safetymanagement methods and tools; iii) adoption of analytics as a way of life. Adoption and practice of these formative processes will improve our employee retention. Employees have already started showing keen interest in these programmes. Thus, attracting new talent will become easier. With this major shift to the world of analytics, adoption of new technology will also become easier.

One of the ways in which hybrid can become a true and win-win value proposition is by ensuring very sharply-defined KPIs/metrics for each employee

Work reimagined: Office redux, remote reign, or hybrid harmony in 2024?

Hybrid working is a reality and is set to continue as an accepted and mainstream working model. Except for manufacturing operations and its related functions such as logistics and quality analysis (QA) where a physical presence is mandatory, the other functions will assimilate hybrid working as a reality. In fact, I consider it to be a unique employer-value proposition. Today, there is a purported myth around lower work output/efficiency in the hybrid-working model. One of the ways in which this model can become a true and win-win value proposition is by ensuring very sharply-defined KPIs/ metrics for each employee and clearly stating daily/weekly outcomes. This will improve accountability of output and thereby make hybrid working a reality.

Inclusion illusion or inclusive ideal: Can HR build true equity in 2024?

In our quest to improve diversity and inclusion, we have put in place programmes and policies that encourage representation and participation of diverse groups of people, including people of different genders, races and ethnicities; with different abilities and disabilities; following different religions, cultures; belonging to various ages; having different sexual orientations; belonging to diverse backgrounds, and with different experiences, skills and expertise. To make this a success and to make quantifiable progress, measurement metrics have been put in place.

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The Institute has revealed that its batch of 2022-24 students across the postgraduate diploma in management – business management and human resource management (BM and HRM) have received job offers. The highest domestic package offered was of Rs 75 lakh per annum, from the banking, financial services and insurance (BFSI) sector. The median salary was Rs 28 lakh per annum.

It is pertinent to mention here that the median salary offered to the outgoing batch of 2023 was Rs 30 lakhs per annum with the top 10th and 25th percentile averages were Rs 57.7 lakhs and Rs 46.8 lakhs per annum, respectively. The average salary had seen an increase to Rs 32.7 lakhs per annum from Rs 30.7 lakhs per annum in 2022. The highest domestic offer was Rs 78.2 lakhs per annum from the ITES sector and the highest international offer was Rs 1.1 crore per annum for the HR domain.

The top domains based on the roles offered were consulting, sales and marketing, and BFSI, with 43.8 per cent of the students receiving PPOs.

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In the current BANI (short for Brittle, Anxious, Non-Linear, and Incomprehensible) world, attracting and retaining talent is more a business challenge than HR’s responsibility. To navigate this challenge, HR professionals need a multifaceted strategy.

Focus on company culture and values: Cultivate an inclusive, transparent and collaborative culture with a compelling purpose. A positive ‘Tone at the Top’ motivates key talent.

Customise compensation and benefits: Cater to a Gen Z-dominated workforce. Offer flexible compensation packages, including gender-neutral leave policies, mental wellness leave, childcare benefits, and financial consultations. Long-term wealth creation opportunities and increased variable pay can retain talent while managing cash flow.

Offer robust talent-development and growth opportunities: Prioritise continuous learning, skill development, career growth to attract and retain talent.

Reward and recognise good work: Introduce cost-effective recognition programmes acknowledging significant achievements, providing ‘psychic income’ to satisfy employees’ esteem needs A multifaceted strategy, combined with flexibility, a collaborative and safe work environment, and smart use of data and advanced technology, resonates well with diverse talent, aiding in talent attraction and retention.

HR should empower employees with flexible, skill-based career paths

Career cartography chaos: Can HR map the modern maze in 2024?

In the evolving business landscape, HR professionals must recognise the need to embrace innovation and adapt careerdevelopment strategies to address the dynamic, evolving needs and aspirations of the modern workforce. To achieve this, HR should adopt a more flexible, customised and skill-based approach to career development.

Skills mapping and assessment: Conduct comprehensive skill assessments to identify current gaps and future requirements. Develop programmes to upskill and re-skill employees based on the assessment.

Customised development plans: Have personalised development plans, collaborate with employees to focus on skill enhancement, foster a culture of lifelong learning, and enable pursuit of individual interests and strengths.

Grow your own timber: Encourage internal mobility and job rotation to develop diverse skills that allow employees to adapt to different roles.

Transparent career-development model: Clearly outline the skills and experience needed for each level, enabling employees to chart their own career paths.

Robust feedback and performance reviews: Conduct regular feedback and performance review sessions to align individual goals with organisational objectives.

Inclusion illusion or inclusive ideal: Can HR build true equity in 2024?

This can be achieved by enhancing inclusive leadership practices such as:

Focus on coaching, training and education: HR can coach leaders to actively model inclusive behaviours, foster open dialogues around diversity, and consistently communicate the significance of inclusivity for organisational success.

Accountability and metrics: Establish clear metrics to evaluate leadership performance, and diversity, equity and inclusion (DEI) efforts.

Empowering culture: Empower employees from diverse backgrounds with ‘freedom and responsibility’, allowing them to voice concerns, offer insights and drive initiatives that promote inclusivity. Address pay equity and equal opportunity.

Diverse hiring and career-development practices: Implement structured hiring and offer equal access to career development opportunities for employees of all background.

Transparent reward and recognition policies: Clearly communicate the decision-making process for salaries, promotions and recognitions to foster trust and transparency.

By adopting the above approach, HR will foster a culture where diversity, equity and inclusion (DEI) are ingrained into the organisation’s DNA.

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In an increasingly complex and fastpaced world, I envision the HR’s role in 2024 as that of culture custodian, pivotal in creating a cohesive culture and synergy across employee processes. Decision-making will be guided by the principles of creation, strengthening and sustainability, extending beyond strategic considerations to effective execution. The evolving approach to sustainable strategy emphasises breaking it down into adaptable, actionable steps aligned with the dynamic macro environment. This is particularly pertinent in the media and entertainment industry, where disruptive trends necessitate a re-evaluation of the HR’s role in building trust with employees, influenced by changing business needs.

The shift to a consumer-driven model, accelerated by digital platforms, prompts organisations to reassess their talent map and the expected output. For the first time, the demand for fresh talent is reframed as a need for a fresh perspective, emphasising the importance of normalising disruptive thinking for survival and success in the age of disruption.

Change management will remain a critical HR priority, particularly in the media industry, for
holistic consolidation

GenAI HR guru or big brother bot? Ethical dilemmas of the automated workplace

The core question revolves around the evolution of employee experience. I believe it will form part of a broader framework, positioned atop a pyramid with the company vision and employer brand at the other corners. GenAI has the potential to incrementally enhance all HR processes. While the HR remains the hub of human-insight generation, GenAI can optimise this process. To maximise GenAI’s integration into HR, strategic planning, identification of growth areas and fostering a culture of trust in tech adoption are essential. The intrinsic human need for control necessitates building a culture of faith, affirming that tech adoption can enhance necessary controls while realising the investment. This culture of faith extends to trusting technology to be fair and ethical, ensuring robust governance and creating a regulated environment for employees to judiciously leverage technology.

Quiet quitting tsunami: Can HR turn the tide on disengagement?

If employee-engagement levels have declined, it can’t solely be attributed to disengaged employees. It’s crucial to probe deeper into what a lower engagement level signifies whether it’s related to the company vision, business performance, EVP, organisational culture, or mismatched employee expectations. Technology proves immensely
beneficial, enabling organisations to hyper-personalise and contextualise their employee-experience strategy based on employee life stages.

A strategic blend of technology and communication is essential in the current landscape, where geographically dispersed teams are the norm for efficient business operations. Constant communication through customised tech adoption can significantly elevate engagement levels. An illustrative example is how we revamped our communication strategy to align with the leadership-engagement approach during times of uncertainty. SPNI’s flagship Leadership Engagement and Amplification Programme (L.E.A.P.) was swiftly transformed to bring remote employees closer to their leaders despite physical distances. This transformation was achievable by leveraging technology in a scenario initially envisioned to be entirely physical.

Change management will remain a critical HR priority, particularly in the media industry’s wave of holistic consolidation. Companies, compelled to heavily rely on communication, will find technology indispensable in navigating this transformation.

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Our 90 per cent frontline workforce in the financial sector is the backbone of the company. Attracting and retaining top talent remains paramount, and nurturing new talent through programmes such as National Apprenticeship Promotion Scheme (NAPS), National Apprenticeship Training Scheme (NATS) and Graduate Trainee schemes will be key. As technology adoption accelerates, equipping our workforce with the necessary digital skills to complement our evolving business operations is equally crucial. Strengthening our talent pipeline in key strategic areas will be a top priority in 2024.

Trust tinderbox: Can organisations reignite the employee spark in 2024?

Multiple factors conspired to erode trust this year. Organisations must recognise, unequivocally, that trust is the bedrock of productivity. Without trust, discretionary effort and ownership wither. Thankfully, many have begun untangling the reasons for declining trust and implementing corrective measures. Early signs suggest these efforts are yielding results, slowly but surely, nudging trust and satisfaction upwards. The journey continues, hopefully with increasing momentum.

Though the core of HR—partnering with businesses for growth— remains unchanged, HR tech is unlocking powerful tools

HR 2.0: From paper pusher to strategic brain trust?

Human resource technology has undergone a seismic shift in the past five years, and its rapid evolution shows no signs of slowing. Though the core of HR, partnering with businesses for growth, remains unchanged, HR Tech is unlocking powerful tools. It allows us to glean meaningful employee insights and create a superior user experience.

However, navigating the burgeoning HR tech landscape requires us to upskill ourselves to utilise its potential while guarding against pitfalls. Remember, HR tech isn’t about replacing human touch; it’s about enhancing our ability to partner with business effectively and freeing up time for impactful, value-added work.

Quiet quitting tsunami: Can HR turn the tide on disengagement?

Technology may not be a silver bullet as more and more studies show that human touch is what is lagging in the engagement space. Utilising technology to bridge geographical barriers and drive engagement is a positive step in combating declining engagement levels, but success hinges on customising tools to the diverse needs of the workforce. One-size-fits-all solutions simply won’t unlock the full potential of employee engagement.

L&D labyrinth: AI allies, EQ echoes — How will people learn in 2024?

Generative AI will accelerate learning, not by simplifying content or skills, but by collapsing the time it takes to acquire them. While industries embrace new technologies, demand for subject-matter expertise and technical skills will skyrocket. However, emotional intelligence remains paramount, especially for navigating diverse generations, cultures, geographies and employment types. A brilliant expert with low emotional quotient (EQ) hinders teamwork. Our HR role is to foster and encourage both technical mastery and strong EQ development.

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In 2024, priorities of the HR will revolve around a triumvirate: attracting new talent, fostering skill development and embracing new technologies. Enticing talent by showcasing company value and leveraging cutting-edge tech remains crucial. However, skill development takes centre stage as a key retention strategy, with tools needed to address mental health, work-life balance and productivity gaps. Talent attraction hinges on commitment to skill development and technological advancement. Attracting cybersecurity experts demands advanced tools and training, while skill growth relies on relevant tech platforms. A holistic approach, strategically blending these priorities, will empower HR to navigate evolving challenges and drive organisational success.

Payday revolution: Flex, on-demand, and commuting costs—2024’s compensation conundrum

2024 promises an exciting evolution in Indian compensation strategies, driven by a delicate dance between employee preferences and the realities of returnto-work models. Optimising payrolls while delivering the flexibility today’s talent craves, will require the balancing act. Progressive companies will explore creative solutions such as off-cycle staggered payments for smoother cash flow and partnerships with third-party vendors for on-demand pay. And as the tide turns towards in-office work, savvy organisations will recognise the burden of commutes, addressing both cost and time concerns. Those who proactively adapt their HR practices to these shifting dynamics will stand head and shoulders above the rest, poised to attract and retain top talent in the dynamic postpandemic landscape.

Productivity without peril—thriving, not surviving, will be the 2024 workplace mantra

GenAI HR guru or big brother bot? Ethical dilemmas of the automated workplace

The GenAI buzz isn’t just hype – it’s an investment opportunity HR leaders can’t afford to miss. We’re talking targeted sourcing, AI-powered skill assessments, bias-busting algorithms, personalised employee engagement, adaptive microlearning, predictive analytics, streamlined HR processes and deep performance insights. It’s a game-changer. Ethical, responsible GenAI in HR hinges on the following three pillars:

Transparency and explainability: We owe it to our employees to be upfront about how GenAI works and explain its decisions—no black boxes allowed.

Data privacy: Robust security measures are non-negotiable. Safeguarding employee data and preventing misuse is paramount.

Human oversight: Human judgement remains irreplaceable. GenAI is a tool, not a replacement and sensitive HR matters require human empathy and wisdom.

Productivity panic or prioritising peace: Will we work smarter in 2024?

The relentless pursuit of productivity is shifting. In 2024, we’ll see a move towards sustainable work practices that optimise performance without burning out employees. Mental health and wellbeing will be non-negotiables, not side projects. Companies will invest heavily in initiatives that boost employee engagement and create a thriving workplace culture. This isn’t just about beanbag chairs; it’s about recognising that engaged, well-rounded employees are the engine of long-term success. Forget forced fun at the office— meaningful work and a healthy worklife balance will be the new productivity gold standard. Organisations that prioritise these factors will attract and retain top talent, foster innovation and achieve sustainable growth that doesn’t sacrifice the well-being of their most valuable asset—their people.

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Information Technology (IT) organisations can gain a competitive edge by pivoting to internal talent and continuously building workforce capability. At DXC India, we aim to stay ahead of the curve by shaping the technical and power skills of our employees. Effective investment in managerial enablement and selfserving HR platforms has enabled our managers to become the first line of HR partners for their teams. Our people are actively encouraged to take the onus of addressing and resolving concerns independently, supporting managers and employees in exploring meaningful development and growth opportunities.

Organisations need to strike an optimum balance and attract the right talent for niche roles requiring distinct technical and power skills. This can be achieved by offering market-relevant compensation, well-defined roles and comprehensive pre-hire and onboarding procedures.

HR 2.0: From paper pusher to strategic brain trust?

I perceive HR teams in the IT industry as architects of change, evolving from managing processes to strategic business partners. DXC India, with people at its core, has leveraged analytics, HR operation COEs, centralised platforms, chatbots and knowledge articles. This tech integration has empowered our teams to take on strategic and advisory roles, transforming routine transactions into strategic HR roles.

Beyond monetary rewards, the focus is on interventions centred around overall employee well-being and development

In the coming years, DXC India’s HR teams will continue as employeeexperience advisors, shaping talent experiences across all touchpoints. Interventions have empowered managers to act as the first line of HR partners, fostering meaningful career development and growth conversations. The innovative and dynamic thinking of HR teams in the IT industry is set to stimulate growth, inclusion and resilience, making 2024 an era of new possibilities, where HR propels organisations to newer heights.

Payday revolution: Flex, on-demand and commuting costs — 2024’s compensation conundrum

In the dynamic business landscape, organisations are continuously aligning their compensation strategy with ongoing global trends. Organisations, including DXC India, are expanding the spectrum of benefits and perks. Beyond monetary rewards, the focus is on interventions centred around overall employee wellbeing and development. Considerations now extend beyond compensation to encompass opportunities, perks, facilities, growth prospects, recognitions and flexibility that attract and retain individuals.

Organisations can leverage intrinsic motivators such as well-defined career-advancement opportunities, flexible working hours and arrangements, recognising and rewarding employees through comprehensive R&R mechanisms and so on. For flexibility, DXC India provides an industry-leading sick-leave policy and allows extended unpaid leave for personal situations.

Work-life jenga: Can HR help stack it right in 2024?

There’s a transition from the traditional ‘work-life balance’ to a more comprehensive ‘work-life integration’ approach. The idea of choosing between ‘work’ and ‘life’ has limitations, and I envision an environment where our people excel professionally without compromising personal interests and priorities, seamlessly managing both.

Organisations in the IT sector, including ours, witness collaboration across diverse demographics, embracing varied working styles and perspectives. The amalgamation of these diverse insights becomes a powerful force for innovation.

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The crux of 2024 lies in a three-pronged dance: embracing new technologies, recruiting the right talent and upskilling them in these frontiers. While AI dances on every company’s tongue, for the tech sector, it’s a waltz to the lead. The chorus resounds: “AI First!” This translates to recruiting apt minds and nurturing them in the new digital lingo. However, AI talent isn’t readily found, forcing larger players to invest heavily in internal training. As AI waltzes with jobs, augmenting some and leaving others at the altar, reskilling and redeployment emerge as the crucial chaperones for this transformative ball.

Work reimagined: Office redux, remote reign, or hybrid harmony in 2024?

This is a debate with strong arguments on both sides. Employees who want to spend a whole lot of time on the commute would love more flexibility and more options to work remotely. Equally, we have found that being in the office helps people learn, develop and build a bond of togetherness and culture, which is important for both employees and the organisation. I feel that many organisations would default to a hybrid working style— getting teams together for two-three days a week. While this may not be possible in all industries, technology will take the lead here. I think the best talent would ask for more flexibility. Therefore, that needs to be a part of the EVP of the best organisations.

AI will impact a lot of jobs over time, augmenting some jobs and eliminating others; planning that reskilling and redeployment will be critical area to focus on

Career cartography chaos: Can HR map the modern maze in 2024?

We are heading into a world of greater change and uncertainty. AI and technology will change how businesses are organised in the next decade. There is some good news, though. Change is not going to happen overnight; it will be a gradual process. Second, there will be fewer changes to the types of jobs at the top and bottom layers of the organisation, but lots of change in the middle. This will alter career paths; old experiences may not be relevant any more. There will be more focus on skills than on tenure and past roles.

The key for organisations would be to make their best employees ready to take on newer roles as they come — so lots of options for people to learn new and relevant skills, more team-based projects and an open and flexible career path based on skills and competencies. Moreover, organisations have to enable employees to pivot and move to a different career stream, so giving them opportunities to learn and chart a new path would be important.

HR 2.0: From paper pusher to strategic brain trust?

The role of HR has always been a critical one, irrespective of HR technology. However, with lots of significant change blowing in the wind, the importance of people and the impact it has on business success becomes even more critical. The HR function can create a lot of value in helping navigate the jobs and the organisation of the future, identifying critical new skills and areas where new talent is needed, building internal skills and capabilities, and building the culture and the leaders for the future. These activities will be even more critical to the effectiveness of an organisation. So I see a great platform for HR to sustainably build the future effectiveness of organisations.

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2023 witnessed technology’s pervasive impact on the workplace, profoundly influencing nearly every variable. The true challenge, therefore, lay in addressing the growing workforce obsolescence across generations. New AI-powered tools and applications offer superior results, rendering traditional skills obsolete in many sectors. Their scope widened significantly in 2023, impacting a far larger workforce. Reskilling a large swathe of the workforce is essential to shift the productivity paradigm. However, traditional massscale skilling methods may not suffice for this rapid transformation.

Individual employees must also abandon the outdated ‘one-time skillup’ approach. Continuous learning and agile adaptation are now the keys to remaining relevant throughout one’s career. More than domain-specific skills, instilling a change-embracing mindset–one that anticipates, adapts to, and even leads tech-driven change–is critical. This transition requires deep, long-term collaboration between individuals, peers and the organisation, with individual ownership a key driver.

HR 2.0: From paper pusher to strategic brain trust?

As automation and tech adoption ramp up, HR service delivery will become more personalised and efficient. The true value lies in leveraging technology for refined talent matching, skill development, enhanced mobility for diverse experiences and robust succession planning. Analysing employee aspirations and interests  through technology will propel HR up the value chain. Human resources stands at the crossroads, poised to transform people management through the potent blend of technology and behavioural science. This transformation includes the distinction between talent management and HR operations, both of which will climb the value chain with technology as their guide.

Managers are the crucial link, translating engagement initiatives into action for their teams

Work-life jenga: Can HR help stack it right in 2024?

In a growing economy such as India, work and life can be complementary. Continuous economic growth will present fantastic opportunities for current and future generations to maximise their potential. White-collar managers, aware of present and future possibilities, believe in their ability to grow through effort and ingenuity. However, they also seek to fulfil social and family commitments. While organisations must continue promoting holistic well-being through a balanced work-life agenda, individual executives must find their own equilibrium based on their unique context and career stage. In 2024 and beyond, organisations must prioritise ease of work, simplified work methods and digitisation to ascend the well-being curve and avoid employee burnout and obsolescence.

Quiet quitting tsunami: Can HR turn the tide on disengagement?

By analysing multidimensional data on people, work, drive, skills, competencies, interests and aspirations, technology can personalise and amplify engagement at the micro level. This approach unlocks the best in individuals, harnessing their ingenuity and creativity through challenging assignments and the rewarding feeling of achievement.

At the macro level, managers are the crucial link, translating engagement initiatives into action for their teams. Their beliefs, intent, drive, abilities and genuine conviction in the importance of people matter deeply. Leadership and HR must safeguard the workplace culture to empower managers in this vital role. Formal programmes that sharpen managers’ understanding of their role, beyond just achieving results, can have a profound impact.

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In the rapidly-changing workplace, HR faces critical choices in 2024: prioritise talent attraction, skill development, or technology adoption? While attracting diverse skills and perspectives fuels growth, technological advancements demand a skilled workforce. Synergising talent acquisition, skill development and technology adoption is crucial, especially in specialised fields.

Beyond these core elements, HR must focus on other critical perspectives for organisational success in 2024. Cultivating a robust culture woven with respect, psychological safety and empowerment is paramount. Upholding diversity, equity, inclusion and belonging (DEIB) strengthens the organisation, and, in the face of technological advancements, safeguards against dehumanisation, ensuring employees drive innovation.

As the future rests on integrating technology and humanity, these principles are the bedrock, placing individuals at the heart of organisational prosperity. This comprehensive approach acknowledges the multifaceted nature of HR challenges.

Talent tug-of-war: Balancing retention with inflationary realities

Attracting and retaining talent under financial constraints requires strategic resource allocation. Prioritise competitive compensation for critical roles and market corrections for high performers. Incentive structures, including productivity-based plans for junior and mid-level positions, long-term rewards for senior roles, and one-time bonuses for outstanding contributions, boost engagement. Linking rewards to individual and team achievements maximises impact while minimising cost. Beyond monetary incentives, flexible work arrangements and a focus on employee well-being attract and retain a diverse, multi-generational workforce.

Placing individuals at the heart of organisational prosperity is a must

Robust talent development and succession planning, coupled with internal talent identification and grooming, build a capable leadership pipeline and boost retention.This comprehensive approach ensures organisational attractiveness and competitiveness, fostering a dynamic and engaged workforce within financial constraints.

Career cartography chaos: Can HR map the modern maze in 2024?

HR leads the critical task of redesigning employee journeys for flexibility, personalisation and skills-based development. This begins with shifting managers’ mindsets to embrace the diverse needs and preferences of a multigenerational workforce. Personalisation becomes key, aligning individual skills, aspirations and preferences with dynamic business needs. Efficiently matching employee skill inventories with business requirements is crucial, especially at junior levels. Development/ assessment centres anchored in expected competencies, identifying skill gaps and collaboratively building individualised plans can empower middle and senior management.

Ultimately, HR’s transformative role involves breaking free from outdated models, fostering adaptability, embracing dynamic career development and leveraging digitisation. This leads to heightened employee engagement and retention, creating a workforce ready to thrive in an unpredictable landscape.

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A rapidly-growing industry with ambitious expansion plans for retail jewellery chains, acquiring proficient professional talent is critical. Therefore, the top priority is retaining high potential, high-energy talent within the organisation to ensure their contribution to the company’s advancement.

Given the industry’s adherence to the 80/20 rule, where 80 per cent of the work and strategy is carried out by 20 per cent of the workforce, it becomes imperative to focus on the effectiveness of this vital 20 per cent. This effectiveness can only be achieved through highly dynamic, professional, talented and energetic resources within the organisation. In essence, retention becomes the new recruitment. There will be a significant emphasis on retaining talent, especially considering the scarcity of industry talent due to widespread expansion. The outlook for 2024 suggests that technological use will become more streamlined and focused on what truly matters. Instead of merely introducing new technology and asserting its role as a workforce driver, organisations will prioritise scaling up existing technology, making it user friendly, and stabilising its usage.

From an HR standpoint, technology will be introduced, but it will not be predominantly AI driven

GenAI HR guru or big brother bot? Ethical dilemmas of the automated workplace

From a business perspective, I anticipate the continued proliferation of AI. In Malabar, we are implementing an omni channel strategy to facilitate our business growth, which will involve some use of AI. However, from an HR standpoint, technology will be introduced, but it will not be predominantly AI driven. This is because our organisation places significant emphasis on emotions. Therefore, a more moderate approach to technology is required to make a meaningful difference.

Quiet quitting tsunami: Can HR turn the tide on disengagement?

In the current environment, it is crucial to be aware of ongoing trends, such as the increasing prevalence of ‘quiet quitting’. Simultaneously, HR leaders must emphasise a stronger connection with their organisational family members than ever before. Emotional connectivity becomes paramount. It is imperative to revisit fundamental aspects such as culture, values and leadership, examining the fabric that interconnects within the organisation. This holistic approach can make a substantial difference.

Career cartography chaos: Can HR map the modern maze in 2024?

From the perspective of individuals, especially the younger generation entering organisations, a career is viewed as a product. They set specific goals, such as upgrading competencies within two years and ensuring proficiency in particular aspects. However, the critical consideration is enriching jobs within the organisation to match individuals with the competencies needed for those roles. We are actively working towards job enrichment to enable individuals to find meaningful roles in the organisation, based on their competencies and skill sets. Malabar is focusing on career development for employees by reassessing the desired output for each role. By making roles more enriched, individuals can choose their careers based on their competencies and their alignment with role requirements. This strategic shift is a key aspect of how Malabar is approaching career development in the current year.

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While all three elements are pertinent to any business, attracting new talent becomes imperative during growth or startup phases, or due to talent mobility resulting from attrition or expansion. The adoption of new technologies is primarily driven by responsiveness to customers, maintaining competitiveness and introducing disruptive innovations.

Developing new skills largely involves enhancing the human capital of current employees, and I strongly advocate the same. Tenured employees and their accumulated knowledge are pivotal to the organisation, contributing to a shared culture and values. In the upcoming days, we anticipate rapid changes. The focus should be on developing an agile HR strategy that is both flexible and adaptive, tailored to the unique demands of the industry. Such a strategy should remain fluid enough to evolve with changing industry needs but grounded in organisational values and principles.

Productivity panic or prioritising peace: Will we work smarter in 2024?

In 2024, the question isn’t just about the continuation of this trend but also the potential for a paradigm shift in workplace priorities—towards efficiency. There’s a well-known story about a woodcutter who was busy cutting down trees. A passerby noticed that his saw was blunt and suggested taking a break to sharpen it. The woodcutter replied, “I can’t stop to sharpen the saw; I’m too busy cutting down trees.” This tale is a metaphor for the productivity dilemma we face. In the pursuit of constant output, there’s a risk of neglecting the tools and well-being that make productivity sustainable. While focusing on the enterprise, it is crucial to maintain an equal focus on the employees, as the two are in a symbiotic relationship.

Businesses in India are more trusted than the government, NGOs and media

Talent tug-of-war: Balancing retention with inflationary realities

Preceding this question is the consideration of how organisations hire top talent, with hiring and identification processes often lacking transparency, creating an impression of favouritism. The conventional belief associates retention solely with salary increases. However, retention is a harmonious blend of culture, contribution and compensation Throughout my career, interviewing numerous professionals, the primary reasons for leaving their current roles consistently revolve around the quality of the relationship with their boss and opportunities to contribute and learn. Family circumstances rank as a distant third, with professionals rarely citing poor compensation as the main reason for departure. I’ve hired many professionals willing to accept a cut in compensation due to the superior culture and opportunities to contribute.

Trust tinderbox: Can organisations reignite the employee spark in 2024?

Trust is essential for the smooth functioning of any enterprise or relationship. Despite the perceived erosion of trust, the Edelman Trust Barometer 2023 reveals a silver lining, stating that businesses in India are more trusted than the government, NGOs and media. This presents a positive starting point.

An important question to explore is: What causes distrust? In addition to the usual culprits such as broken promises, cheating and corruption, we find that fake news is significantly amplified by social media. Creating a safe space where associates and partners can express themselves candidly and critique issues without fear of retaliation is contingent upon leadership. Trust is reciprocal, forming the foundation to build a culture of achievement.

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The organisations are finding themselves in the BANI (Brittle, anxious, nonlinear and incomprehensible) area. It is up to the HR to recognise two additional factors that are impacting organisations— changing nature of society and individual needs; and shorter cycles (product and organisation).

Given the above, if the earlier HR role was to create an organisation for relevance, the future HR role would be to create an organisation for irrelevance. To enable this, the HR function will have to first focus on creating an organisation design that facilitates hustle behaviour and innovative thinking, with the mindset of continuous iterations in the way-forward plan. The HR will have to align different stakeholders and create a platform for self-discovery.

Capability building through talent acquisition, continuous learning and creating future-relevant skills will be yet another focus area. The HR will also have to ensure succession planning for all critical roles. In the absence of this, significant risks can derail the progress of the organisation. Internal and external governance will be another important area. After all, trust will be a key USP for all organisations, and the only way to sustainable trust creation is continuous and strong adherence to governance.

Inclusion illusion or inclusive ideal: Can HR build true equity in 2024?

Diversity and inclusion form the core of every organisation’s journey ahead. It is the right strategy because of what diversity and inclusion enables, that is, more quality talent and different perspectives, which enable innovation and risk taking.

We should also recognise that diversity and inclusion—often mentioned together— are different. While diversity can be driven by processes and systems, inclusion needs to be imbibed through the heart. The role of leadership will be critical in 2024 in ensuring talent from all backgrounds are not only hired, but nurtured and given a voice at the table. A key driver for this will be to create a meritocratic organisation—one where merit is the key decider on pay, promotion and opportunities. The other way is to create role models within the organisation to inspire others.

While diversity can be driven by processes and systems, inclusion needs to be imbibed through the heart

Quiet quitting tsunami: Can HR turn the tide on disengagement?

More important than employee engagement, we need to look at employee happiness. One of my colleagues rightly said once, “In the past, it was the survival of the fittest, which then gave way to the survival of the fastest. Going forward, it will be survival of the happiest.” The key question is, ‘What can facilitate happiness?’ While there is no silver bullet, the four aspects that can help are:

Basic hygiene: Make sure there is broad clarity regarding the role, the responsibilities and the rewards associated with the same.

Individual space: Individuals require freedom to make choices and decisions. While this needs to be within the super structure of the organisation, this can also help enable happiness.

Purpose and outcome: This is perhaps the most important happiness. Find out whether the employee understands how his/her role would make an impact.

Care and concern: Show that the organisation cares and values the human behind the ‘employee’.

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In our professional lives, priorities are often viewed as a balanced combination of possibilities rather than an ‘either/ or’ scenario. In my opinion, 2024 and the years ahead will seldom emphasise a singular priority that outshines everything else. All three vectors mentioned above will continue to remain relevant. You hire the best talent for capabilities not within the organisation, invest in building capabilities to enhance innate potential, and leverage technology as a powerful enabler to accelerate, curate and optimise this journey.

Tech enhances HR impact but needs balance. It’s an enabler, not a replacement. Integrated
solutions elevate HR as a strategic partner, but practitioners must avoid overenthusiasm

GenAI HR guru or big brother bot? Ethical dilemmas of the automated workplace

GenAI is an evolving concept. While it’s interesting and warrants ongoing exploration, particularly in 2024, I wouldn’t place it among our top priorities in people practices. As a prudent people practitioner, I would reasonably invest focus and bandwidth in understanding and experimenting with this technology. However, my primary areas of focus will remain on foundational priorities— developing, engaging and retaining talent, all approached in a dignified and empathetic manner.

HR 2.0: From paper pusher to strategic brain trust?

Technology is an enabler, not a replacement for effective people practices. Well-integrated technology solutions can enhance the impact of people processes, positioning HR as a more strategic partner. However, it’s crucial for HR practitioners to maintain a balanced outlook and avoid overenthusiasm about the latest technological possibilities. Let’s sustain focus on foundational priorities and connect with our people with high levels of empathy and dignity. View technology as a potential enabler or a means to achieve an outcome, rather than an end in itself.

Metaverse mirage or work revolution? HR decides the fate of virtual experiences

Metaverse is one among several creative technological possibilities. However, its potential has not yet translated into robust, implementable HR solutions, and I don’t anticipate it gaining more prominence in the year ahead.

L&D labyrinth: AI allies, EQ echoes—How will people learn in 2024?

GenAI presents interesting applications in expediting content generation and curation, particularly beneficial for enhancing the quality and structure of L&D processes. However, the learning charter should equally prioritise personalising learning journeys, improving content conceptualisation, and leveraging technology for greater opportunities in ‘on-demand learning’. While acknowledging Gen AI’s potential, it is crucial not to sideline other priorities. In summary, maintaining a continued focus on foundational priorities, delivering HR services with dignity and empathy, and a balanced investment in exploring technological possibilities would be the key elements setting the tone for the year ahead.

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In the current landscape of the textile industry, particularly within the engineering domain, there is a noticeable shift in talent preference. The top-tier talent is increasingly gravitating towards computer science, information technology and related fields, while disciplines such as electrical, mechanical, or textile-related activities are witnessing a decline in popularity.

Consequently, the challenge lies in both attracting and retaining top-tier talent, making it a critical concern for HR professionals. This trend is intricately linked with technological advancements, and navigating this terrain necessitates addressing key questions, such as, ‘How can organisations effectively train and retrain their workforce to keep pace with evolving technology?’

In the textile sector, government incentives, particularly those aligned with ‘Make in India,’ play a pivotal role. As industries increasingly embrace technology, finding a balance between talent acquisition, training and technological integration becomes a key strategic concern for the HR landscape in 2024.

Five generations, one workplace: Can HR unify the tapestry of talent?

Managing a multi-generational workforce poses challenges for any organisation, spanning wealth, structure and diverse countries. Generation gaps permeate every aspect of life, requiring organisations to adopt a nuanced approach to address their employees’ varied needs. While common policies are essential, there is a growing need for targeted policies catering to different work levels, generations, functions, skill sets and specific workforce issues. Illustrating this diversity, policies related to women in the workplace highlight the need for adapting to changing family structures. Effective communication is the linchpin of success in managing a multi-generational workforce.

Lead indicators, as opposed to lag indicators, play a crucial role in HR’s strategic decision-making

HR 2.0: From paper pusher to strategic brain trust?

HR, leveraging technology, must strike a delicate balance between automation and the human touch. This equilibrium is essential because HR cannot solely rely on technology. While technology serves as a powerful enabler, HR professionals must keep their ears to the ground, staying attuned to the pulse of organisational issues. The role of technology is to empower HR to transition into a more significant, strategic function, aligning with the organisation’s overarching goals, including revenue growth, cost efficiency, market share and the development and retention of a skilled workforce. However, a critical caveat is the peril of overdependence on technology at the expense of staying connected with real-world challenges. Lead indicators, as opposed to lag indicators, play a crucial role in HR’s strategic decision-making.

Talent tug-of-war: Balancing retention with inflationary realities

Talent-retention challenges extend beyond offering competitive compensation. Striking a balance, between empowering employees to experiment and providing a clear career path, is crucial. Addressing the monotony of work tasks is another critical aspect. Ideally, repetitive tasks can be automated, allowing machines to handle them, while creative and strategic work remains in the realm of human expertise.

This presents a substantial challenge for HR, requiring a comprehensive 360-degree approach. Balancing the cost factor, HR needs to align the organisational culture with employee preferences since, as the saying goes, ‘people join organisations and leave bosses’. Cultivating the right workplace culture, with effective communication and learning initiatives, is paramount.

Providing exposure to top talent in critical meetings, roles and environments is instrumental. Recognising and nurturing high-potential individuals through crossfunctional projects adds another layer to the talent-retention strategy.

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As the future of work hinges on skills, developing new competencies has taken centre stage for automotive organisations. Building on the momentum of the past year, technology and talent will become critical bridges to the demands of new areas such as e-commerce, digital solutions, AI integration, Industry 4.0 and softwaredefined vehicles.

Work reimagined: Office redux, remote reign, or hybrid harmony in 2024?

Disruption will forever be a crucible for leaders, forging new pioneers in the industry. We must adapt to the reality that embracing disruption and evolving, both organisationally and individually, are the key to emerging stronger and better.

Disruption will forever be a crucible for leaders, forging new pioneers in the industry

HR 2.0: From paper pusher to strategic brain trust

Human resource technology will undoubtedly be a powerful enabler in crafting exceptional employee experiences. Moving forward, HR’s strategic role will not stem solely from technology, but from the undeniable value it delivers to business leaders. This includes empowering the organisation, shaping a thriving culture, nurturing talent and fostering deeper engagement among employees.

Degrees or doers? Will skills reign supreme in 2024’s hiring arena?

In the face of emerging fields and technologies, skills will far outshine educational degrees as the currency of employability. This trend, already evident in many new domains, will only accelerate in the future.

Inclusion— illusion or inclusive ideal: Can HR build true equity in 2024?

In the future, diversity, equity and inclusion (DEI) will remain a key differentiator between good and great organisations. A thriving culture invariably attracts top talent, while DEI fuels the creation of that very culture. Companies will further expand their understanding of diversity beyond traditional elements, such as gender, embracing a broader tapestry of inclusion that reflects India’s evolving landscape.

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The Labs, established at the PMC Group of Institutions in Hosur, provide state-of-the-art infrastructure for hands-on experience in renewable energy technologies such as solar and electric vehicles. The curriculum, approved by the Skill Council for Green Jobs, focuses on practical applications in these fields.

Open to final-year students from low-income backgrounds, the programme aims to train 3,000 students annually, with each batch accommodating 30-50 individuals. Successful completion opens doors to interview opportunities in the green sector.

“This initiative empowers disadvantaged youth and women to unlock their potential in green technology,” said Gunjan Patel, Microsoft India Philanthropies. “The Labs bridge the gap between education and industry, creating a more promising and sustainable future.”

Rupa Bohra, managing director, TNS India Foundation, expressed gratitude to Microsoft for their collaboration, stating, “The Green Skills Lab equips underprivileged youth with vital skills for the modern era of sustainable technology.”

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Developing new skills and adopting innovative technology should be priority, as these aspects are more crucial than merely attracting new talent, which happens automatically when the focus is on the former two. In the outlook for HR priorities in 2024, particularly in the chemicals and textiles sectors, the interplay of attracting new talent, developing skills and adopting advanced technologies such as Open AI, Chat GPT and robotics is anticipated to persist.

Talent

Chemicals: Given the technical nature of the chemicals industry, the top priority of HR may be to attract specialised talent in chemistry, engineering and technology, with a focus on opportunities for innovation and sustainability.

Textiles: HR may prioritise attracting talent with expertise in sustainable and eco-friendly practices, even while retention of skilled workers in craftsmanship remains crucial.

Skill development

Chemicals: Continuous upskilling in areas such as data analytics, automation and environmental sustainability is crucial, necessitating investment in training programmes.

Textiles: Investment in training programmes aligned with eco-friendly production methods and materials is essential, potentially through collaborations with educational institutions and industry experts.

Adaptation

Chemicals: A central focus for HR could be adopting new technologies related to process optimisation, safety and environmental compliance, potentially involving recruitment of individuals with expertise in emerging technologies.

Textiles: With textiles being a consumerdriven industry, HR may need to be agile in responding to the rapidly-changing market trends, requiring a workforce capable of quick adjustments to shifts in consumer preferences.

A more flexible and inclusive approach must be embraced for multigenerational workforce

Talent tug-of-war: Balancing retention with inflationary realities

Adopting a horses-for-courses approach is essential, recognising that a onesize-fits-all reward system may prove ineffective. Consider the concept of ‘golden handcuffing’, involving benefits such as home-loan subsidies, car loans, ESOPs and family holiday vouchers. Striking the right balance between attracting and retaining top talent, while navigating financial constraints, poses a multifaceted challenge for HR in 2024.

The strategy may encompass competitive compensation packages, targeted retention initiatives and a dedicated focus on employee engagement. Human resources should also explore cost-effective methods for providing professional-development opportunities and cultivating a positive workplace culture, acknowledging the pivotal role of employee satisfaction in retention.

Five generations, one workplace: Can HR unify the tapestry of talent?

One-size-fits-all policies may not remain viable in 2024, given the diverse generational composition of the workforce. A more flexible and inclusive approach must be embraced, tailoring policies to accommodate the unique needs and preferences of different generations. Customising communication strategies, coaching as well as mentorship programmes and work arrangements will be essential for creating an inclusive and harmonious work environment.

Career cartography chaos: Can HR map the modern maze in 2024?

In light of the evolving work landscape, HR in 2024 must envisage employee journeys with a more flexible, personalised and skills-based approach to career development. Traditional career maps may yield to dynamic skill-building initiatives, continuous learning opportunities and mentorship programmes that empower employees to navigate their unique career paths. The HR function should invest in platforms that facilitate skill development, including podcasts and e-learnings; recognise individual strengths; and foster a culture of continuous learning.

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“Today, India stands at the precipice of a technological revolution,” declared Ola founder Bhavish Aggarwal. “This fellowship embodies our commitment to cultivating a robust talent pool and pioneering future technologies, not just for India, but for the world.”

This fellowship serves as a platform to identify, support, and mentor promising graduates with exceptional potential. It underscores Ola’s commitment to fostering innovation, diversity, and excellence within the tech ecosystem. The inaugural programme for AI researchers at IIT Bombay is designed to create a nurturing environment, offering students a blend of fundamental research, real-world experience through internships, and exposure to seminars and conferences.

Technology development forms the bedrock of Ola’s DNA, with a vision of building globally impactful businesses. The company’s substantial R&D investments aim to push the boundaries of science and technology. This programme extends this commitment beyond immediate business needs, fostering collaboration with the nation’s brightest minds.

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Blending talent acquisition with internal upskilling will be crucial in 2024. As digitalisation surges, organisations must equip both new and existing employees with skills honed for distinct industry positioning. This necessitates a razor-sharp focus on productivity and sustainability, both for the organisation and for society.

The key lies in innovating and deploying strategies with optimal efficiency. New technologies will inevitably breed disruption. To stay ahead, companies need rapidly-evolving capabilities at both organisational and individual levels. This interconnectedness of talent acquisition, skills development and strategic adaptation will be a defining feature of the year ahead.

Equipping graduates with practical competencies will enhance their employability and shorten their onboarding time

Degrees or doers? Will skills reign supreme in 2024’s hiring arena?

I would like to divide my response into two parts:

A. Freshers: While formal education remains vital for holistic individual development, integrating industryspecific skills into curricula has become an essential trend. Equipping graduates with these practical competencies will enhance their employability and shorten their onboarding time.

B. Lateral hiring: Demonstrable skills and current competencies are key for immediate needs, but ongoing learning and development are crucial for upward mobility and long-term career advancement.

Five generations, one workplace: Can HR unify the tapestry of talent?

Organisational culture requires both overarching policies such as leave and travel guidelines, and targeted ones such as hybrid work and continuing education programmes. Striking the right balance is crucial. A broad framework that aligns all employees with organisational goals should coexist with sufficient space and opportunities for individual segments to flourish and contribute their best.

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In the swirling work landscape, aligning talent acquisition, skill development, retention and tech adoption will be the HR imperative in 2024. It’s time to shed siloed strategies for a holistic dance where each element fuels the other. Attracting fresh talent remains a foundational step. A skilled workforce is the bedrock of success, but mere recruitment isn’t enough. Cultivating a learning culture is indispensable to keep pace with industry pirouettes.

However, the 2024 showstopper for HR must be the strategic tango with technology. Integrating cutting-edge tools isn’t just about flashy gadgets; it’s about streamlining processes, boosting efficiency and equipping the workforce for the digital waltz. AI-powered recruitment platforms and HR analytics are not just talent-acquisition allies; they inform targeted skill-development programmes, ensuring employees are not merely hired but nurtured to their full potential.

In this dynamic orchestra, HR must act as the conductor, seamlessly weaving talent acquisition, skill development and tech adoption into a harmonious symphony. This symbiotic relationship elevates HR from being a reactive observer to a proactive choreographer, shaping the future workforce with each strategic step.

A full-fledged return to the traditional office waltz seems unlikely

Work reimagined: Office redux, remote reign, or hybrid harmony in 2024?

The work tango takes a new step in 2024, with hybrid models poised to dominate the floor. The pandemic’s remote-work revolution, once a forced plié, proved surprisingly graceful, boosting both productivity and employee satisfaction.

However, a full-fledged return to the traditional office waltz seems unlikely. Pandemic lessons cemented the feasibility and benefits of remote work, prompting organisations to embrace flexibility. The hybrid model accommodates both diverse employee preferences and business needs. It’s a compromise that acknowledges the value of face-to-face collaboration while also recognising the allure of autonomy and work-life balance.

As 2024 unfolds, the workplace landscape is set for a sophisticated transformation.

HR 2.0: From paper pusher to strategic brain trust?

As smart technologies nudge its role from administrative maestro to strategic consigliere, sophisticated tools, from AI-powered insights to automation, will liberate HR from paperwork purgatory, freeing them to choreograph strategic initiatives. Advanced analytics become the orchestra conductor, guiding data driven decisions on talent acquisition, development and retention.

With admin burdens pirouetting away, HR morphs into a strategic advisor. That means, HR practices will align with organisational goals, waltz with continuous improvement. This strategic tango with technology empowers HR to focus on talent development, succession planning and employee engagement, becoming the guiding star on the path to
organisational success.

In this evolved landscape, HR is no longer a supporting act but a lead dancer, leveraging technology not as a prop but as a catalyst for strategic thinking and decision-making. The future sees HR as a key player in shaping organisational success, wielding technology to optimise human capital and contribute significantly to the overall business strategy. Human resources is no longer backstage, but centre stage, driving business outcomes with every strategic step.

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In the ever-evolving realm of work, 2024 marks a pivotal juncture for HR. While conventional strategies leaned towards isolated focuses on recruitment, skill development, or technological integration, the current landscape demands a more intricate perspective. Success lies not in pursuing singular objectives but in orchestrating the synergistic interplay of recruitment, skill development and technological adoption.

Examining the talent landscape reveals a critical imperative: attracting and retaining top-tier individuals is indispensable, yet incomplete without concurrent investments in skill development. Companies neglecting such investments jeopardise their competitive edge in talent acquisition and squander the potential within their existing workforce. Moreover, the strategic impact of technology is paramount. The synergy of human expertise and intelligent technological augmentation unleashes unprecedented efficiency, effectiveness, and innovation.

At Sterlite Technologies (STL), we have taken significant steps towards moving from a role-based organisation to a skillbased organisation. We are focusing on identifying, developing, and leveraging specific skills and competencies among our employees to achieve strategic goals and adapt to the evolving business environments. As we stride boldly into the horizon, investment in people, technology, and innovation becomes our driving force.

Degrees or doers? Will skills reign supreme in 2024’s hiring arena?

In 2024, talent acquisition will undergo a transformative shift towards skill-based hiring, propelled by data-driven insights and a widening skills gap. Traditional degrees wane in relevance as practical skills and competencies take centre stage.

AI and experience redefine the perfect fit in 2024’s hiring game

At STL, we have already incorporated AI tools in the hiring process to eliminate any bias that may creep in. We recently introduced STELLA, our onboarding and offboarding partner, an AI-based Chatbot that completely automates the onboarding and offboarding process. The entire process flow is meticulously designed to ensure the smooth acclimatisation of new joiners.

Simultaneously, it aims to minimise touchpoints and streamline information flow to the various internal teams involved in the process. In conclusion, 2024 will shift towards a talent acquisition era where demonstrable skills eclipse traditional qualifications. Employers, armed with insights, prioritise problem-solving abilities and adaptability, embracing the symphony of skills in a dynamic and innovative world.

GenAI HR guru or big brother bot? Ethical dilemmas of the automated workplace

The question looming for 2024 is whether Generative AI (GenAI) will be a controlled descent or a dramatic ethical crossroads. The surge in GenAI adoption, from recruitment bots to personalised training, was undeniable, but ethical considerations cast a long shadow over its potential impact.

Here at STL, we have introduced AIpowered employee-assessment tools, D&I training, collaboration, and communication tools to keep our people engaged. In 2023, we implemented AI for real-time staff pulse checks and an AI chatbot-based listening tool for mood tracking with real-time engagement. This early warning system empowers our HR teams to monitor and promptly respond to changes in employee sentiment.

In my opinion, navigating the GenAI labyrinth in 2024 will require a nuanced approach. HR leaders across industries must adopt data-driven ethical frameworks, ensure transparency through explainable algorithms, prioritise human oversight, and invest in upskilling HR teams for the AI age.

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