Gupta’s elevation to CHRO was approved by the Board of Tata Communications recently.

An economics graduate from Delhi University, Gupta also completed an MBA from IIFM.

He was associated with Deloitte Consulting for two years from 2004 to 2006, before he moved on to PricewaterhouseCoopers as senior consultant-HR advisory.

The next three years he spent with KPMG Advisory as manager-HR advisory.

His next stop was EXL service, where he served as assistant vice president-talent management and OD from 2011 to 2013.

It was in September 2013 that he joined Tata Communications, as director-human resources. Less than five years later, he was elevated to the position of senior director-global head of talent acquisition, talent management, OD, D&I and BHR. Less than four and a half years later, he got promoted to vice president-global head, compensation and benefits and business HR.

Goyal will be passing on the baton to Gupta after a 14-year long tenure with the firm. He was part of the Management board too and even headed sustainability, CSR, health and safety, SCM.

This alumnus of BITS Pilani has also been associated with SAP as CHRO global advisory board member since 2019.

Know for his strong work ethics, Gupta’s eye for detail will stand him in good stead in his new role.

The post Aman Gupta will be CHRO, Tata Communications; Aadesh Goyal to retire appeared first on HR Katha.

She is presently heading human resources and CSR for Larsen & Toubro’s (L&T) Transportation Infrastructure division. She joined L&T as head-talent acquisition, chairman’s office, in July 2012. She was elevated to her present role in October, 2020.

An alumna of Berhampur University from where she completed an MBA, she holds a certificate in impactful leadership from SP Jain School of Global Management and has also attended a programme in global leadership development at the University of Michigan-Stephen M Ross School of Business.

Patnaik’s professional journey began as an assistant manager with Ramee Group of Companies in 1995. By 1998, she had joined Gati as head-HR, West zone. Six years later, she moved to Reliance Infrastructure, as head-talent management, corporate HR. For almost seven years, she successfully devised multi-pronged recruitment strategies for all businesses of the company, handled compensation bench marking, revamped the performance-mangement system, drove mentorship programmes, spearheaded the employer branding exercise and other HR initiatives.

From 2010 to 2012, she was head-talent management, GVK Group, based out of Mumbai.

Her association with L&T began in July, 2012, when she joined as head-talent acquisition, chairman’s office. Less than two years into this role, she was promoted to head-HR.

Known to be an insightful, smart, dedicated, focused and mature HR leader, with a great sense of humour, HRKatha is confident that she will create a positive impact in her new assignment at LTIMindtree.

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Amuluru will officially take on the role starting 1 April, 2024.

Amuluru has been serving as vice president and general counsel for Boeing Defence, Space and Security since early 2023. Previously, she was Boeing’s inaugural chief compliance officer, overseeing the establishment of the company’s global compliance organisation and serving on the executive council.

As the new CHRO, Amuluru will oversee Boeing’s workforce management, including talent planning, global recruitment, training, compensation, labour relations, and diversity efforts. She’ll report directly to David Calhoun, president and CEO, Boeing, and join the company’s executive council.

Amuluru began her career in 1999 at Sony Music Entertainment as a manager- new technology and business development, where she worked for three years. She then joined Cravath, Swaine & Moore LLP as a summer associate before becoming a litigation associate.

With almost four years of experience as an assistant US attorney, she served in the US Attorney’s Office.

Prior to joining Boeing in 2017, Amuluru held notable roles in the US government, including counsellor to the US Attorney General and associate White House counsel to President Barack Obama.

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Millennials, however, are now bringing a fresh breeze to the corporate world, reshaping the leadership landscape established by baby boomers. Unlike the solid rock analogy of their predecessors, Millennial leaders are more like flexible trees in the wind, adapting to a rapidly-changing environment, influenced by a digital era and a desire for collaboration.

This change is shaking up the very manner in which leaders operate. Millennials emphasise teamwork, prioritise work-life balance, showcase tech skills, work with purpose, adapt quickly, and strongly support diversity and inclusion.

“Millennials understand the fast-paced nature of the modern world and are more inclined towards instant gratification than traditional notions of proving oneself over time”

Mukul Chopra, CHRO, ConveGenius

Mukul Chopra, CHRO, ConveGenius, believes that one notable aspect of Millennial leaders is their high level of acceptability. “Unlike previous generations, the Millennials are less prone to constantly comparing current situations to past experiences. They understand the fast-paced nature of the modern world and are more inclined towards instant gratification than traditional notions of proving oneself over time.”

Other than their trait of acceptability, Millennials also possess the following qualities that will set their leadership approach apart from that of their predecessors:

Collaborative decision-making

Unlike the top-down decision-making style often associated with previous generations, Millennial leaders tend to foster a more collaborative approach. They value input from team members at all levels, seeking diverse perspectives before making critical decisions. This inclusive decision-making style not only strengthens team cohesion but also reflects a commitment to diversity of thought.

As Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, rightly points out, “Millennial leaders are likely to demonstrate a more task-oriented approach, prioritising goal achievement over relationship building.”

However, he also cautions, “While their ambition and focus on results can be advantageous, they may need support in developing their soft skills and fostering strong interpersonal connections within their teams and organisations.”

Emphasis on work-life balance

Millennial leaders are known for prioritising work-life balance in ways that their predecessors never have/did. Recognising the importance of personal well-being, they often encourage flexible work schedules, remote-work options and a culture that values time off.

“Millennial leaders are likely to demonstrate a more task-oriented approach, prioritising goal achievement over relationship building”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

According to Samir Bhiwapurkar, head-HR, Japfa Comfeed, “Flexibility in terms of work arrangements is paramount for Millennial leaders. They embrace remote-work options, prioritising results over physical presence in the office. Their focus lies on performance-driven outcomes, leading to the implementation of more dynamic and results-oriented approaches to compensation, such as variable pay structures.”

Tech-savvy leadership

The digital era has ushered in a new wave of leadership characterised by a deep understanding and integration of technology. Millennial leaders, having grown up in the digital age, are adept at leveraging technology for communication, collaboration and innovation. Their tech-savvy approach often leads to streamlined processes and a more agile response to market changes.

Mukherjee agrees that Millennials are known for their proficiency and reliance on technology. He adds, “While this can enhance efficiency and productivity, organisations need to ensure that Millennial leaders strike a balance between leveraging technology and maintaining meaningful human connections.”

Purpose-driven leadership

Millennials seek purpose in their work and personal lives. Millennial leaders, therefore, are more likely to infuse a sense of purpose into their organisational mission and values. This shift places an increased emphasis on social responsibility, sustainability and making a positive impact on the work world—elements that may not have been as prominent in the leadership styles of previous generations.

 

“Millennial leaders usher in a more adaptable and performance-driven culture within companies, emphasising delivery over traditional notions of work hours or location”

Samir Bhiwapurkar, head-HR, Japfa Comfeed

“Millennial leaders tend to prioritise delegation over micromanagement, allowing their teams more autonomy and fostering a culture of trust,” observes Bhiwapurkar. According to him, “they are inclined towards offering versatile opportunities to their team members, encouraging skill exploration across different functions within the organisation.”

Adaptability and continuous learning

The fast-paced nature of today’s business environment demands leaders who are adaptable and committed to continuous learning. Millennial leaders embrace change as an opportunity for growth and encourage their teams to do the same. This approach contrasts with a more traditional mindset that may resist change or view it as a disruption.

“Millennial leaders usher in a more adaptable and performance-driven culture within companies, emphasising delivery over traditional notions of work hours or location. They strive to create environments that encourage innovation, collaboration and personal growth among their team members,” opines Bhiwapurkar.

DEI advocacy

Millennial leaders are champions of diversity, equity and inclusion (DEI) in the workplace. They recognise the value of diverse perspectives and actively work to create inclusive environments. This commitment goes beyond empty talk, with Millennial leaders implementing policies and practices that promote equality and diversity at all levels of the organisation.

Finally, Chopra asserts, “When it comes to leadership roles, Millennials often find themselves as the first among equals. Their inherent advantage lies in their ability to relate to their peers and channel their shared experiences. This relatability enables them to connect with their team members on a deeper level and leverage their understanding of employee perspectives to drive positive change.”

Millennials bring new points of view and forward-thinking approaches to leadership, paving the way for inclusive and dynamic workplaces.

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This initiative seeks to establish a harmonious office culture, prioritising a healthy equilibrium between professional and personal life. Under this proposed law, employers would be prohibited from compelling their staff to work unpaid beyond regular hours, ensuring that employees face no repercussions for unavailability without proper compensation.

Yet, the question looms large: Can India, as a nation, successfully adopt and integrate this policy? Will the Indian workforce truly benefit, and is the workforce of 2024 ready for such a transformative change?

“A voluntary adoption phase, allowing organisations to experiment and assess the policy’s impact before potential regulations”

Sunil Ranjhan, senior advisor-HR, LG Electronics

The growing tech sector in India, coupled with heavy reliance on digital communication, has subjected the workforce to the perils of an ‘always-on’ culture. Employees grapple with prolonged working hours, persistent connectivity expectations, and the pressure to be available around the clock, leading to burnout, stress, and diminished productivity. The blurred boundary between professional and personal spheres strains relationships and undermines overall well-being.

Sunil Ranjhan, senior advisor-HR, LG Electronics, warns against blindly replicating Western models, advocating for a ‘moderated approach’ tailored to India’s developing nation status.

He proposes a voluntary adoption phase, allowing organisations to experiment and assess the policy’s impact before potential regulations. This could involve restricting email access after-hours or defining acceptable communication scenarios such as emergencies.

“Compared to other countries, India’s labour relations systems are still evolving. We’re currently focused on introducing labour codes. It may take a few more years before we’re ready to address concepts like the ‘Right to Disconnect’”

Dwarakanath P, former non-executive chairman, GSK

Proponents highlight the potential benefits of a ‘Right to Disconnect’. It could alleviate stress, improve overall well-being, and foster a healthier work-life balance, allowing employees to dedicate time to personal pursuits and self-care. Disconnecting from work also enhances creativity and productivity by preventing fatigue and burnout. Formalising this policy legally protects employees and ensures compliance, promoting respect for work-life boundaries.

However, challenges loom. Employers might resist, fearing productivity losses. Dwarakanath P, former non-executive chairman of GSK, believes such a policy is premature for India. He explains, “Compared to other countries, India’s labour relations systems are still evolving. We’re currently focused on introducing labour codes. It may take a few more years before we’re ready to address concepts like the ‘Right to Disconnect’.”

Jayant Kumar, CHRO, Realty Business, Adani Group, concurs, stating that while such a policy may be progressive for countries such as Australia or European nations, it may not be suitable for India at this point. Kumar asserts that India’s economic needs and aspirations are distinct, emphasising a strong drive toward individual and national progress. Introducing such a policy, while potentially positive for work-life balance, could substantially impact the existing work culture and potentially hinder economic growth.

Kumar stresses the necessity for India to concentrate on industries, services, and manufacturing to create more job opportunities, improve living standards, and uplift people out of poverty. Eventually, when the time is opportune, India may consider embracing the ‘Right to Disconnect’ policy in alignment with its national priorities and goals.

“Introducing such a policy, while potentially positive for work-life balance, could substantially impact the existing work culture and potentially hinder economic growth”

Jayant Kumar, CHRO, Realty Business, Adani Group

Despite the challenges, strategies exist to overcome them. Raising awareness, offering flexible work arrangements, utilising technology wisely, securing leadership support, and regular evaluation are crucial. Educating both employers and employees about work-life balance, along with providing flexible hours or remote work options, can pave the way. Technology can help set communication boundaries, while leadership support reinforces the policy. Regular evaluation ensures its effectiveness and relevance over time.

As India ascends as a global economic power, prioritising the well-being and work-life balance of its workforce becomes crucial. Implementing a Right to Disconnect policy could be a progressive step towards this goal, signalling a commitment to employee welfare and fostering a more sustainable and productive work culture. However, the path forward requires careful consideration of its unique economic and cultural context, striking a balance between employee well-being and national aspirations.

The post Can India implement a ‘Right to Disconnect’ policy at work? appeared first on HR Katha.

The link between happy, healthy employees and productive, successful organisations is undeniable. This has spurred a global surge in employee wellbeing programmes. Yet, amidst this trend, a concerning practice emerges: ‘wellbeing washing’.

Think of it as corporate ‘eyewash’. Companies present a superficial image of caring about employee wellbeing, offering perks such as fruit platters or boasting a positive culture, without genuinely addressing underlying issues. This leaves employees feeling disappointed and skeptical.

“Today’s employees see through the charade,” warns Praveen Purohit, deputy CHRO, Vedanta Resources. “They seek organisations that truly care about their wellbeing. Companies that neglect this risk falling behind in attracting and retaining top talent. It’s not the size of the initiative, but the sincerity and effort that matters.”

“Today’s employees see through the charade. They seek organisations that truly care about their wellbeing”

Praveen Purohit, deputy CHRO, Vedanta Resources

So, how can organisations steer clear of this pitfall and build authentic, effective programmes?

Listen, don’t dictate

Ditch the top-down approach. Instead, actively engage your workforce through surveys, focus groups, and individual conversations. Understand their unique challenges and preferences. Tailor programmes to address their specific needs, not a generic idea of what wellbeing should look like.

Culture, not checkboxes

Wellbeing shouldn’t be a standalone programme; it should be woven into the fabric of your organisation. Integrate it with company values and behaviours. When wellbeing becomes part of your DNA, it’s not just a buzzword, it’s a lived reality for employees.

Lead by example

Leaders play a crucial role. Actively participate in initiatives, attend workshops, and champion mental health awareness campaigns. Regularly seek feedback from employees to ensure programs are aligned with their needs. Be willing to take concrete actions based on this feedback, whether it’s adjusting programmes, providing additional support, or addressing implementation shortcomings.

“Leaders must actively participate, setting an example by attending workshops or joining well-being resource groups. Regularly seeking feedback ensures programmes remain relevant and effective”

Vinod Parur, CHRO, RR Kabel

Vinod Parur, CHRO, RR Kabel, highlights leadership’s role: “Leaders must actively participate, setting an example by attending workshops or joining well-being resource groups. Regularly seeking feedback ensures programmes remain relevant and effective.”

Holistic support, not Band-Aids

Don’t settle for surface-level gestures. Offer holistic support that addresses employees’ needs inside and outside of work. This includes access to mental health resources, flexible work arrangements, skill development opportunities, and avenues for stress reduction. Remember, wellbeing is multi-faceted.

While initiatives such as counselling services or wellness programs are a good start, Maneesha Jha Thakur, former group HR, Emami, warns against mere Band-Aid solutions. “They often fall short of addressing the root causes of stress and dissatisfaction in the workplace.” Dig deeper and create solutions that tackle the core issues contributing to employee wellbeing concerns.

Respect boundaries

In today’s ‘always-on’ culture, work-life balance is crucial. Discourage presenteeism and encourage employees to take breaks, utilise vacation days, and disconnect after work. Respecting boundaries leads to long-term gains in employee satisfaction and productivity.

Measure and adapt

Establish clear metrics for success and regularly evaluate the impact of your programmes. Track employee engagement, turnover, absenteeism, and productivity. Use data and feedback to identify areas for improvement and make informed decisions about future initiatives.

“Dig deeper and create solutions that tackle the core issues contributing to employee wellbeing concerns”

Maneesha Jha Thakur, former group HR, Emami

Open communication is key 

Foster an environment where employees feel comfortable discussing their wellbeing concerns without fear of judgment. Encourage open communication channels through regular check-ins, anonymous suggestion boxes, or other means. This allows employees to contribute to the evolution of programs and feel heard.

Leadership commitment is paramount

Ultimately, the success hinges on leadership commitment. Leaders must champion these efforts, allocate resources, and hold themselves accountable for creating a supportive environment. When leaders prioritise employee wellbeing, it sends a powerful message and reinforces its ongoing importance.

True wellbeing isn’t about ticking boxes or putting on a facade, emphasises Thakur. “It’s about fostering a culture where employees feel valued, supported, and respected. This involves examining internal practices such as management styles, workload distribution, and opportunities for career advancement.”

By making genuine efforts to improve the work environment, organisations can create lasting positive changes that benefit both employees and the company as a whole. It’s not just about optics or PR; it’s about making tangible improvements that truly impact everyone’s wellbeing.

The post Avoid ‘wellbeing washing’: Build authentic employee wellness programmes appeared first on HR Katha.

Often stereotyped as ‘entitled’, Millennials are, in reality, a generation defined by adaptability, innovation, and a strong social conscience. Shaped by economic turbulence and armed with digital skills, they bridge the gap between tech prowess and human-centric values. They seek work-life balance, career development, and purpose in their work. Unlike GenZ, who grew up digital, Millennials witnessed the internet’s rise and social media’s explosion during their formative years.

Gen X, with their traditional work ethics and hierarchical structures, clash with Gen Z’s tech-driven, entrepreneurial spirit.

“Fairness and forward-thinking are crucial. A good workplace ensures everyone feels valued and included”

Shailesh Singh, CHRO, Max Life Insurance

This generational tug-of-war has led organisations to prioritise catering to the preferences of both ends of the spectrum. Flexible work arrangements, remote work options, and cutting-edge technologies have become the norm to attract and retain Gen X and Gen Z. But in this pursuit, the unique needs of Generation Y, seeking a balance between stability and innovation, can be inadvertently sidelined.

Shailesh Singh, CHRO, Max Life Insurance, attributes Gen Z’s attention to their youth, expressiveness, and tech-savviness. “Organisations need to cater to them,” he says, but warns against neglecting others.

One area of potential neglect is career development and mentorship. Boomers, with their experience, often mentor younger professionals, while Gen Z benefits from fast-paced, tech-centric models. Sandwiched between these two groups, Gen Y may miss out on tailored mentorship, hindering their growth.

The consequences of neglecting Gen Y are multifaceted. Their tech-savviness, innovativeness, and adaptability are crucial for driving productivity and innovation in today’s rapidly changing business landscape. Ignoring these skills and perspectives can lead to a lack of engagement, underutilised talent, and a negative workplace culture. Additionally, their focus on work-life balance and social responsibility can be valuable assets for organisations seeking to attract and retain top talent. Failing to cater to these needs can put companies at a disadvantage in the competitive war for talent.

“Understanding individual motivations, irrespective of generation. This knowledge can be used to bring people together and align them with innovation”

Gautam Saraf, CHRO, Ferns N Petals

Effective communication, another crucial aspect, requires understanding generational differences. While Baby Boomers may prefer face-to-face interactions and Gen Z leans towards digital communication, Gen Y straddles both worlds. Recognising and addressing these differences fosters a cohesive and communicative work environment.

Gautam Saraf, CHRO, Ferns N Petals, emphasises understanding individual motivations, irrespective of generation. “This knowledge can be used to bring people together and align them with innovation,” he says.

Organisations focused on just one generation risk impacting overall productivity and engagement. In the Gen X – Gen Z tussle, neglecting Gen Y’s significant contributions and unique needs can lead to a disengaged and unfulfilled workforce.

As Singh concludes, “Fairness and forward-thinking are crucial. A good workplace ensures everyone feels valued and included.” To create a truly inclusive environment, organisations must appreciate and cater to the preferences and values of all generations, including the often-overlooked Gen Y. By recognising their distinct qualities, companies can bridge the generational gap and build a harmonious workplace that maximises the potential of every employee.

The post Why Gen Y risks neglect amidst Gen X – Gen Z tug-of-war appeared first on HR Katha.

Kandi, currently heading HR for the company’s passenger vehicle and electric vehicle businesses, succeeds Ravindra Kumar G.P., who will be transitioning to a new role within the Group. Kandi will also join the Tata Motors Executive Committee.

Bringing with him 30 years of seasoned HR expertise, Kandi, an alumnus of the Symbiosis Institute of Management Studies, has previously held leadership positions at renowned global entities such as Bosch, Monsanto, and General Electric before joining Tata Motors in 2019. His new responsibilities also include becoming a member of the Tata Motors Executive Committee.

Meanwhile, Air India, another Tata Group company, announced the appointment of Kumar G.P. as its new CHRO, also effective April 1, 2024. He takes over from Dr. Suresh Dutt Tripathi, who is retiring.

Notably, Kumar, who has been serving as the CHRO of Tata Motors since 2018, will be undertaking a fresh role within the Tata Group. With a wealth of over 23 years of HR experience, he has an extensive professional background, having contributed to esteemed companies such as Asian Paints and General Electric before joining Tata Motors in 2019. His illustrious career encompasses an 18-year tenure at GE, where he steadily ascended the HR hierarchy, culminating in his final designation as CHRO – South Asia.

Commenting on this strategic transition, Air India CEO Campbell Wilson expressed delight at welcoming Ravindra Kumar G.P. aboard and eagerly anticipates his significant contributions to the airline’s ongoing transformation journey. Wilson also extended acknowledgment to Suresh Dutt Tripathi for his vital role in the airline’s privatisation and conveyed best wishes for a well-deserved retirement.

“We are delighted to have Ravi on board,” says Air India CEO Campbell Wilson, “and we look forward to his contribution to our transformation journey.”

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Unlike burnout’s excessive workload and pressure, rustout thrives on monotony, routine, and a lack of growth opportunities. While burnout drains physical and emotional energy, rustout erodes interest and enthusiasm.

“Allow employees to choose projects that pique their interest, offering a break from routine, fostering new learning, and enabling skill development within the company”

Amit Sharma, former CHRO, Volvo Group

What triggers this silent decline? Repetitive, unchallenging tasks devoid of variety are prime culprits, breeding disinterest. A dearth of career advancement or skill development opportunities fuels the flames, leaving employees feeling stuck. Unrecognised achievements and contributions further dampen motivation, as employees crave acknowledgement for their efforts. Finally, an imbalanced work-life equation can drain overall energy and enthusiasm for all aspects of life.

Spotting the signs of rustout is crucial for proactive intervention. Declining productivity, marked by a noticeable drop in output, is a key indicator. Disengagement, where employees become indifferent to their tasks and workplace, can negatively impact team dynamics. Boredom and disinterest, often stemming from repetitive tasks or a lack of challenges, are clear manifestations. Low motivation, evident in employees lacking the drive to excel or take on new responsibilities, further highlights potential job dissatisfaction.

“Integrating recognition, rewards, and appreciation into the culture emphasises the developmental aspects of their roles”

Manoj Kumar Sharma, CHRO, Aarti Industries

Combating rustout: sharpening minds and motivating spirits

Amit Sharma, former CHRO, Volvo Group, emphasises the importance of matching people with the right roles, keeping skills sharp, and offering challenging assignments. “The idea is not to overload them, but to provide a sense of challenge,” he says. “Recognising and investing in those who embrace these challenges builds competence.” He also suggests allowing employees to choose projects that pique their interest, offering a break from routine, fostering new learning, and enabling skill development within the company.

Recognising the value of routine tasks and ensuring employees feel valued is equally important, according to Manoj Kumar Sharma, CHRO, Aarti Industries. “Providing clear direction on how their roles contribute to growth and future leadership positions can instill purpose,” he says. “Integrating recognition, rewards, and appreciation into the culture emphasises the developmental aspects of their roles.” He further advocates for “bringing excitement through digital disruptions and incentivising development.”

“Provide cross-training opportunities, allowing employees to work on projects outside their usual scope”

Shaleen Manik, CHRO, Transsion India

Open communication, with regular feedback from both managers and employees, helps everyone understand strengths and contributions. Offering growth opportunities – through training, new challenges, and clear career paths – is essential. “Provide cross-training opportunities, allowing employees to work on projects outside their usual scope,” suggests Shaleen Manik, CHRO, Transsion India. “This introduces new challenges and excites them about different functions.” Manik also emphasises the value of job rotation to prevent stagnation.

Finally, fostering a positive work environment through flexibility, teamwork, and fun activities keeps things interesting and engaging. Recognising hard work, through simple acknowledgement or rewards, fuels further motivation.

By recognising the signs and implementing these strategies, organisations can prevent the silent threat of rustout, keeping their workforce sharp, motivated, and contributing at their best. Remember, a rusty workforce is a dull knife, unable to effectively cut through the challenges of today’s dynamic business landscape. Don’t let your employees lose their edge – keep them engaged, challenged, and valued, and watch them shine.

The post Red flag the silent threat of employee ‘rustout’ appeared first on HR Katha.

Unlike traditional, purely monetary systems, systemic rewards weave a tapestry of incentives, recognition strategies, and well-being initiatives. This creates a dynamic work environment where employees blossom from cogs in a machine to valued members of a thriving community.

Consider Mala, a tech company employee. Initially drawn to the competitive salary, she discovered a treasure trove of reasons to stay. When she expressed career aspirations, the company nurtured them with leadership programs and mentorship, paving the way for promotions. Flexible work arrangements and occasional remote work options added another layer of satisfaction. Regular recognition for exceptional work boosted her morale and showcased her achievements, leaving a lasting impact on her life.

But Mala’s story isn’t just about a healthy paycheck. It’s about the company investing in her growth, work-life balance, well-being, and financial security through profit-sharing and bonuses. In essence, her job transformed from a transactional exchange to a fulfilling journey.

“Systemic rewards motivate employees not just with financial perks, but also with achieving specific goals that contribute to the company’s success”

Sharad Sharma, CHRO, Pramerica Life

Sharad Sharma, CHRO, Pramerica Life, aptly describes the shift. “Systemic rewards motivate employees not just with financial perks, but also with achieving specific goals that contribute to the company’s success. This fosters a sense of purpose and engagement, as they see a direct link between their efforts and the rewards they receive.”

However, embarking on this transformation requires careful navigation. As Sharma emphasises, “The decision should align with the organisation’s stage, objectives, and the need to motivate employees in a meaningful way.”

The journey begins with understanding employee needs. Surveys and interviews can reveal their preferences, whether it’s financial rewards, flexible work arrangements, or access to wellness programs. Organisations can then implement a flexible compensation system, incorporating bonuses, profit-sharing, and financial security benefits alongside base pay.

Performance-linked compensation adds another layer, tying a portion of pay to individual and team achievements. Clear communication of expectations and metrics ensures transparency and fosters a performance-oriented culture.

“The decision should align with the organisation’s stage, objectives, and the need to motivate employees in a meaningful way”

Jayant Kumar, CHRO, Realty Business

Beyond monetary rewards, investing in employee well-being is crucial. Flexible work hours, remote work options, and mental-health support programmes demonstrate a commitment to employee well-being. To enhance work-life balance, wellness incentives such as gym memberships or wellness days can be offered.

Investing in employee development through training programmes and educational opportunities fuels growth and opens doors for advancement. Linking increased skills and knowledge to pay progression further incentivises learning and development. By addressing these facets, organisations can create a comprehensive and motivating framework that goes beyond traditional compensation.

However, a complete overhaul isn’t always the answer, as Jayant Kumar, CHRO, Realty Business, points out, “The shift to systemic rewards is about enhancing satisfaction and recognition, not a complete conversion. The ideal approach is a blend of various components that resonate with different segments of the workforce.”

Understanding employee demographics and needs is key to designing effective systemic rewards that truly resonate.

Timing is also crucial. Organisational changes such as mergers, acquisitions, or significant strategy shifts present opportune moments to adjust the compensation system and align it with the new context. Actively seeking and acting on employee feedback gauges their satisfaction and identifies areas for improvement.

Gautam Srivastava, director and head-HR, The Phoenix Mill, emphasises the importance of thoughtful planning, “Transforming pay into systemic rewards requires clear communication, consideration of the organisation’s maturity, and understanding its growth curve.” He adds, “In the initial stages, competitive salaries attract the right talent. As the organisation matures, a blend of monetary and non-monetary rewards becomes essential.”

Srivastava also highlights the importance of introducing non-monetary rewards during periods of slower growth, when motivating employees becomes even more crucial. Additionally, economic factors such as cost of living and market trends can be factored in when considering compensation adjustments.

“Transforming pay into systemic rewards requires clear communication, consideration of the organisation’s maturity, and understanding its growth curve”

Gautam Srivastava, director and head-HR, The Phoenix Mill

Tying pay adjustments to performance evaluations, conducted regularly, establishes a clear link between contributions and rewards, further fostering a performance-oriented culture.

Finally, a smooth transition requires clear communication. Organisations must explain the changes, their benefits, and be open to feedback and adjustments. Training and support during the transition are vital for everyone to adapt effectively.

Systemic rewards are about connecting accomplishments with meaningful recognition. It’s about crafting a comprehensive approach that speaks to employees’ needs, transforming the workplace from a mere source of income into a space filled with fulfilment and acknowledgement.

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“The importance of specialised skills is skyrocketing,” observes Arjun Singh, CHRO, Dixon Technologies. “Companies are moving towards structures where employees are compensated for the skills they contribute, not just the positions they hold.”

This shift is fuelled by a potent cocktail: rapid technological evolution, relentless globalisation and an ever-growing thirst for specialised expertise.

 “Companies are moving towards structures where employees are compensated for the skills they contribute, not just the positions they hold”

Arjun Singh, CHRO, Dixon Technologies

Singh highlights, “Companies are willing to pay a premium for employees who possess in-demand technical skills.”

Traditional job roles dissolve, morphing into fluid demands for diverse skillsets. Sumal Abraham Varghese, general manager-HR and operations, TVS Mobility, supports the move towards skill-based pay, emphasising the increasing value placed on practical execution over theoretical knowledge.

As he aptly puts it, “Knowledge is readily available, but applying it effectively is the true differentiator.”

Skill-based pay offers a compelling value proposition for both employers and employees. Companies can identify and reward talent with high-demand skills, ensuring those with expertise in technology, data analysis, or creative problem-solving are adequately compensated. This fosters a culture of continuous learning and skill development, as employees see a direct link between their efforts and rewards. For individuals, the approach promotes fairness and motivation, empowering them to capitalise on their unique skillsets and contribute meaningfully to organisational success.

Skill-based pay is not merely a compensation structure; it’s a strategic tool for organisations. It enables the recognition and rewarding of employees with specific, high-demand skills. This approach fosters motivation, creating a direct link between effort and reward.

Praveer Priyadarshi, senior HR leader, views skill-based pay as a positive transformation and a retention strategy. “It not only motivates employees by recognising their unique skills, but also serves as a retention strategy in a competitive talent market,” he says.

“Offering a differential higher salary helps organisations retain valuable talent and ensures they continue delivering the desired outcomes”

Praveer Priyadarshi, senior HR leader

“Offering a differential higher salary helps organisations retain valuable talent and ensures they continue delivering the desired outcomes,” he explains.

In a rapidly-changing business environment, companies need a workforce that can adapt and respond to new challenges. Skill-based pay promotes this agility by allowing organisations to quickly recognise and reward employees who acquire relevant skills, ensuring the workforce remains responsive and future-proof.

Of course, implementation isn’t without its hurdles. Accurately assessing and measuring the value of individual skills can be complex, requiring robust systems for evaluation and transparent communication. Companies must also stay tuned to industry dynamics and adjust their pay structures accordingly, as the value of specific skills can fluctuate. Failing to do so can lead to talent erosion and hinder competitiveness.

Priyadarshi emphasises the importance of keeping pace with changes in the value of specific skills, warning that failing to do so can lead to employee dissatisfaction and retention issues.

“Knowledge is readily available, but applying it effectively is the true differentiator”

Sumal Abraham Varghese, general manager-HR and operations, TVS Mobility

Despite these challenges, the potential benefits of skill-based pay are undeniable. It aligns with the changing dynamics of the global workforce, empowering individuals and driving organisations towards a future of talent-driven success. As Varghese concludes, “This is not just a compensation model; it’s a paradigm shift. One that recognises the true value of talent in a world where execution reigns supreme.”

In essence, skill-based pay is not just a trend; it’s a transformation. A transformation that reshapes the future of work by putting the spotlight on what truly matters – the skills that drive innovation, growth and success. As companies navigate the complexities of the modern business landscape, recognising and rewarding skills becomes a strategic imperative. Skill-based pay not only aligns with the demands of a rapidly-evolving job market but also positions organisations to attract, retain and motivate a skilled and dynamic workforce.

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Rajput happily shared in his LinkedIn post about landing a new job. She also explained his new role as the CHRO.

Piramal Pharma (PPL) has 17 global development and manufacturing facilities for special products. They also send these products to more than 100 countries through a network that reaches everywhere.

Rajput began his career in 2001 at Wockhardt as a senior executive in human resources. After that, she worked at Vodafone as a human resources manager for five years and six months.

In 2012, she joined Thermo Fisher Scientific as an HR business partner and then moved up to various roles like general manager for HR, head of employee engagement, HR leader for Asia Pacific region (APAC), and leader for the CMD division. Later, she became a senior director for human resources in India and South Asia and also a senior director for HR, APJ regional HRBP leader, and the India country HR leader. She spent a total of over 11 years at Thermo Fisher Scientific.

Rajput holds a degree from the Wharton School in chief human resource programme, human resources.

The post Piramal Pharma appoints Puneet Rajput as CHRO appeared first on HR Katha.

Unlike the fanfare of traditional corporate pronouncements, these trends unfolded discreetly, behind closed doors and hushed conversations. It was a game of whispers, not pronouncements, as companies implemented cost-cutting measures, restructured workforces, and recalibrated their talent strategies.

“This happened when they felt their work wasn’t valued or they didn’t feel welcomed, making them do the minimum they could.”

Sriharsha Achar, CHRO, Star Health and Allied Insurance

One such trend was ‘quiet cutting’, the art of reducing headcount without resorting to overt layoffs. Big Tech and IT companies were at the forefront, opting for attrition, early retirements, and lateral job shifts to trim their sails. This stealthy approach, while avoiding the drama of mass layoffs, created a climate of uncertainty and unease among employees. As Sriharsha Achar, CHRO, Star Health and Allied Insurance, aptly notes, “This happened when they felt their work wasn’t valued or they didn’t feel welcomed, making them do the minimum they could.”

On the other end of the spectrum emerged ‘quiet quitting’, a passive resistance where employees retreated to the bare minimum, disengaging from emotional investment and exceeding expectations. This phenomenon, fueled by a sense of disillusionment and unmet needs, stemmed from factors such as stagnant wages, lack of recognition, and poor work-life balance. As Achar puts it, “Terms such as ‘bare minimum Monday’ and ‘quiet quitting’ created a gloomy work environment where folks just did what they had to without much excitement.”

The ripple effects of these trends extended beyond individual employees, impacting the very fabric of the workplace culture. ‘Quiet firing’, where managers subtly nudge employees towards the exit, fostered resentment and distrust. Shailesh Singh, CHRO, Max Life Insurance, observes, “There’s a noticeable decline in employee engagement, linked to the aforementioned factors.” This decline, coupled with increased stress and uncertainty, painted a picture of a workforce disengaged and discontented.

“Prosperity, diverse choices, and a focus on work-life balance are contributing to a new normal where engagement levels may not return to previous heights.”

Shailesh Singh, CHRO, Max Life Insurance

The consequences of these trends are far-reaching. Reduced morale translates to lower productivity, dampened collaboration, and ultimately, a less competitive organisation. As Singh points out, “Prosperity, diverse choices, and a focus on work-life balance are contributing to a new normal where engagement levels may not return to previous heights.”

So, how can organisations navigate this new normal and rebuild trust with their employees? The answer lies in transparency, empathy, and a commitment to employee well-being. Singh suggests that companies “embrace the changing landscape, acknowledge diversity and make efforts to engage with the younger workforce.” This requires not just lip service, but concrete actions such as fostering open communication, investing in leadership development, and prioritising work-life balance initiatives.

The ‘quiet trends’ of 2023 may have been subtle, but their impact is undeniable. They serve as a stark reminder that the traditional one-size-fits-all approach to employee management is no longer tenable. In today’s dynamic landscape, organisations must listen to the murmurs of discontent, understand the evolving needs of their workforce, and take proactive steps to create a workplace that fosters engagement, trust, and ultimately, sustainable success.

The post How ‘Quiet’ trends reshaped the workplace in 2023 appeared first on HR Katha.

Nirav brings 19 years of comprehensive experience in human resources. His proficiency spans various sectors including technology, commercial, R&D, manufacturing and shared service organisations.

Prior to joining Arvind, Nirav held the role of CHRO at Veeda Clinical Research. He joined the company in April 2023.

In his professional journey, he has also worked with several other companies such as ITT, Schneider Electric and Torrent Power. Additionally, he has taken on a pivotal role in both the development and execution of HR frameworks, contributing significantly during project and transformation phases. Nirav exhibits adeptness in handling Centers of Excellence (COEs) such as talent management, learning solutions, and reward.

Nirav started his professional journey as a senior officer with the Aditya Birla Group in the year 2004.  Schnieder is where he served the longest stint having joined the company in the year 2008 as its senior HR business partner. In this role, his primary mission was to collaborate with the leadership team to deliver tailored HR solutions that align with the business strategy. Additionally, he actively contributed as a leader and member to different projects, such as job evaluation, new hire integration and restructuring, among others.

Nirav holds a bachelor’s degree in commerce-audit and accounts. He also holds a master’s degree in human resources.

The post Nirav S joins Arvind as CHRO appeared first on HR Katha.

“AI is our ally in the quest for human connection,” says Ashish Pinto, CHRO, Nesco. “It frees us from the tyranny of the mundane, allowing us to devote our energy to understanding the nuances of human potential—the stories behind the resumes.”

“It frees us from the tyranny of the mundane, allowing us to devote our energy to understanding the nuances of human potential—the stories behind the resumes”

Ashish Pinto, CHRO, Nesco

Imagine a world where HR professionals no longer spend hours sifting through endless resumes, their eyes glazing over with exhaustion. Instead, AI handles the initial sorting, highlighting potential candidates based on their skills, experiences and most importantly, their unique human stories. This liberation allows HR professionals to dive deeper, to engage in conversations that uncover hidden dreams, silent struggles and untapped potential.

“AI gives us a glimpse into the human heart,” says Anil Gaur, a senior HR leader and a former CHRO. “It helps us move beyond checklists and bullet points, to see the person behind the paperwork, and to build teams that aren’t just efficient, but truly aligned with shared values and aspirations.”

One of the most profound impacts of AI in HR is its ability to challenge unconscious bias. By analysing data with an unbiased lens, AI helps HR professionals recognise and overcome hidden prejudices that may have otherwise hindered their ability to see the true potential in every individual.

“Artificial intelligence is like a mirror reflecting our blind spots,” says Ravi Mishra, SVP-HR, Aditya Birla Group. “It forces us to confront our own biases and build a workplace where diversity isn’t just a buzzword, but a living, breathing tapestry of human experiences and perspectives.”

“It helps us move beyond checklists and bullet points, to see the person behind the paperwork, and to build teams that aren’t just efficient, but truly aligned with shared values and aspirations”

Anil Gaur, a senior HR leader and a former CHRO

Performance reviews, often dreaded by both employees and HR, can be transformed into catalysts for growth and fulfilment with the help of AI. By analysing data beyond just numbers, AI can uncover hidden talents, suggest personalised development opportunities, and guide HR professionals in providing meaningful, actionable feedback.

“Artificial intelligence becomes our personal growth advisor,” Pinto explains. “It helps us create development plans that tap into individual strengths, address hidden challenges and unlock potential that may have otherwise remained dormant.”

The ability of AI to monitor stress levels and work patterns, and even analyse sentiments has made it an invaluable ally in promoting employee well-being. It can identify potential burnout before it takes hold, allowing HR professionals to proactively intervene with support, resources and personalised interventions.

“AI gives us the power to create a workplace where people don’t just survive, but thrive,” Mishra emphasises. “It’s about nurturing a culture of empathy and care, where every individual feels valued, heard and supported in their journey toward personal and professional fulfilment.”

“AI gives us the power to create a workplace where people don’t just survive, but thrive. It’s about nurturing a culture of empathy and care, where every individual feels valued, heard and supported in their journey toward personal and professional fulfilment”

Ravi Mishra, SVP-HR, Aditya Birla Group

The future of HR, powered by AI, is a harmonious blend of predictive insights and human intuition. Artificial intelligence can anticipate talent needs, identify potential successors and even predict employee sentiment, giving HR professionals a powerful tool to proactively plan for the future and build resilient, adaptable teams.

“ArtificiaI intelligence is our partner in building the future of work,” says Mishra. “It helps us create workplaces where people feel like they’re dancing to their own rhythm, not just following a set beat. It’s about empowering individuals, fostering collaboration and ensuring everyone feels valued and heard.”

In this unexpected symphony of technology and humanity, AI isn’t the soloist overshadowing the human touch. It’s the supporting orchestra, amplifying the melody of connection, empathy and growth. Together, they create a workplace where HR professionals are no longer just cogs in the machine, but conductors of human potential, unlocking the magic that lies within each employee. And that, truly, is the most unexpected and human outcome of all.

The post How AI is redefining the human in HR appeared first on HR Katha.

With over 22 years of extensive experience in the realm of human resources, Govindraj has demonstrated his leadership skills across various high-growth organisations and diverse geographical landscapes.

Throughout his career, Govindraj has successfully led large teams, playing a pivotal role in shaping organisational cultures that foster the optimal development of employee potential. Holding key HR leadership positions in India, Singapore (APAC region) and Dubai (Middle East region), he has consistently been a valued member of senior leadership teams, serving as both an influencer and a trusted advisor.

Before joining Myntra, Govindraj worked at Flipkart for almost five years. He started at Flipkart in 2019 as VP human resources, focusing on supply chain and leadership hiring. Later, he became the VP human resources for the technology group and Cleartrip. Currently, he holds the position of VP human resources for the technology group, overseeing people tech and analytics.

Govindraj began his career in 1999 as an HR executive at Cognizant Technology Solutions. After that, he spent almost seven years at Oracle Singapore, starting as the deputy manager for HR in product development and eventually becoming the director-HR in sales and business in the APAC region.

Between 2010 and 2012, he worked at NBC Universal as the director of HR for the APAC region. Following that, he joined Jones Lang LaSalle and served as the head of HR, corporate solutions in the APAC region for five years. Afterward, he spent over a year at DAMAC Properties as an HR leader, global sales business.

Govindraj holds a Master of Arts in Social Work (MSSW), specialising in personnel management and industrial relations, from the University of Madras. He also completed his Bachelor of Arts from Madras Christian College, University of Madras.

The post From 1 March, Govindraj MK will take charge as Myntra’s CHRO appeared first on HR Katha.

This shift isn’t just a youthful fad. It reflects a broader recognition within the professional world that technical prowess alone isn’t enough. Companies are increasingly seeking individuals who not only possess the hard skills, but also complement the existing team dynamic and contribute to a thriving workplace culture.

“Hiring based on personality traits can provide valuable insights into a person’s profile and how they may fit into a team or company culture”

Atul Mathur, executive vice president, Aditya Birla

“Hiring based on personality traits can provide valuable insights into a person’s profile and how they may fit into a team or company culture,” says Atul Mathur, executive vice president, Aditya Birla. “It can be particularly useful in understanding cultural compatibility during interviews.”

This move away from a purely skills-based approach is driven by several factors. The evolving nature of work, with its emphasis on collaboration, innovation, and adaptability, demands more than just technical expertise. Companies are realising that fostering a positive and inclusive environment requires employees who possess not only strong skills but also emotional intelligence, communication skills, and a cultural alignment with the organisation.

However, as Ganesh Chandan V, CHRO, Tata Projects, points out, there are potential drawbacks to this approach. While hiring individuals with similar traits can enhance team cohesion, it may also limit the introduction of fresh perspectives and innovative outlooks.

The ‘personality hire’ trend seeks to address this paradox by delving beyond the confines of a resume. Employers are now looking for candidates with diverse personalities that can bring fresh ideas, enhance collaboration, and contribute to a more vibrant and resilient work environment.

“While hiring individuals with similar traits can enhance team cohesion, it may also limit the introduction of fresh perspectives and innovative outlooks”

Ganesh Chandan V, CHRO, Tata Projects

In the context of cultural fit, Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, believes that assessing personality traits “helps ensure that individuals align with the organisation’s values and dynamics.” This becomes even more critical for organisations aiming to evolve their culture, where hiring individuals with specific traits can influence and shape the desired new environment.

Furthermore, personality-based hiring can promote diversity and inclusion by recognising the value of different perspectives and backgrounds. This inclusivity not only fosters a sense of belonging but also enhances creativity and problem-solving within teams. “During transformation phases, overemphasising personality traits becomes crucial,” notes Chandan. Cultural diversity becomes essential to challenge existing practices and bring in a variety of perspectives.

But with this shift comes a new set of challenges. Striking a balance between technical skills and personality fit, avoiding biases in the evaluation process, and ensuring fairness are critical considerations. Employers must also be mindful of not overlooking essential qualifications in favour of personality traits.

“Personality traits helps ensure that individuals align with the organisation’s values and dynamics.”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

Mathur adds, “A balanced approach that includes traditional interviews and interactions with candidates is essential. While these personality assessments can offer valuable insights, they should complement, not replace, other evaluation methods.”

As the business landscape evolves, so too must our approach to recruitment. By embracing personality-based hiring in a thoughtfully balanced way, companies can build more resilient, innovative, and inclusive teams that thrive in a rapidly changing world. The “personality hire” trend isn’t just a TikTok buzzword; it’s a signpost pointing towards the future of successful and thriving organisations.

The post The rise of the personality hire: beyond resumes and skillsets appeared first on HR Katha.

Imagine navigating a complex maze. Goals represent the desired destination, but anti-goals act as checkpoints, pointing one away from dead ends and ensuring one stays on the most efficient path. In the workplace, where deadlines loom and resources are limited, anti-goals offer a strategic advantage for employees and organisations alike.

Mukul Chopra, CHRO, ConveGenius, emphasises the importance of finding a balance between setting broad goals that allow for adaptation and incorporating anti-goals to eliminate counterproductive actions. This two-pronged approach promotes a focused and streamlined pursuit of success, both in personal and professional endeavours.

Let’s delve into some key anti-goals that can unlock this potential:

Breaking free from micromanagement: As Dwarakanath P, former non-executive chairman, GSK, highlights, one crucial anti-goal is avoiding the micromanagement trap. Empowering individuals with autonomy to achieve targets and take ownership fosters a culture of trust and accountability, ultimately leading to higher productivity and innovation.

“The importance of finding a balance between setting broad goals that allow for adaptation and incorporating anti-goals to eliminate counterproductive actions”

Mukul Chopra, CHRO, ConveGenius

Tearing down information silos: Open communication is vital for any successful team or organization. Breaking down information silos, where knowledge gets trapped in one department, and encouraging active knowledge sharing empowers everyone to contribute effectively. This not only prevents misunderstandings but also fosters a collaborative environment where diverse perspectives can spark creative solutions.

Streamlining processes: Complex and rigid processes often stifle creativity and slow down progress. By prioritising streamlined workflows and avoiding unnecessary bureaucracy, individuals gain the flexibility to explore innovative solutions and work with greater agility.

Embracing learning from mistakes: A growth mindset, fostered by encouraging learning from failures rather than fearing them, is key to overcoming challenges and achieving sustained success. When setbacks are viewed as opportunities for improvement, individuals bounce back with resilience and a positive attitude, propelling the team or organisation forward.

Welcoming change: Adaptability is crucial in today’s dynamic world. By embracing diverse opinions and new ideas, even if they challenge the status quo, teams can identify potential roadblocks and adjust their strategies proactively. This open-minded approach allows for continuous improvement and paves the way for success in unpredictable environments.

“Empowering individuals with autonomy to achieve targets and take ownership fosters a culture of trust and accountability, ultimately leading to higher productivity and innovation”

Dwarakanath P, former non-executive chairman, GSK

Bridging communication gaps: Clear and consistent communication is essential for teamwork and goal achievement. Implementing effective communication strategies, promoting active listening, and seeking clarification when needed ensure everyone is on the same page and misunderstandings are prevented. This fosters a transparent and collaborative work environment where individual contributions are valued.

Fostering collaboration over competition: Unhealthy competition within teams can create a toxic environment and hinder progress. Encouraging teamwork and collaboration, where individuals leverage their strengths for common goals, creates a more positive and productive atmosphere. This not only enhances employee satisfaction but also leads to superior outcomes for the organisation.

Prioritising work-life balance: Burnout is a real threat to both individual well-being and organisational success. Promoting a healthy work-life balance ensures employees have the energy and focus needed to perform at their best. By encouraging breaks and setting limits on work hours, organisations can cultivate a happier and more productive workforce.

The power of anti-goals

Tanaya Mishra, VP-HR, Endo International, underscores the unique benefits of anti-goals for prioritising tasks and achieving objectives faster. By identifying and avoiding counterproductive behaviours, teams can streamline their efforts, enhance individual performance, and foster a healthier work environment. This proactive approach emphasises personal development and holistic well-being, leading to greater efficiency and ultimately, faster and more effective accomplishment of goals.

“By identifying and avoiding counterproductive behaviours, teams can streamline their efforts, enhance individual performance, and foster a healthier work environment”

Tanaya Mishra, VP-HR, Endo International

Furthermore, anti-goals act as a shield against potential risks and problems. By anticipating challenges and proactively developing solutions, teams can minimise setbacks and maintain momentum towards their objectives. This is particularly advantageous in situations where prompt action is crucial, such as addressing customer complaints or navigating market shifts.

Anti-goals can also simplify decision-making by providing a clear framework for evaluating options. By swiftly discarding choices that conflict with anti-goals, teams can streamline the process and avoid potential roadblocks that could divert them from their primary objectives.

Finally, integrating anti-goals fosters accountability by keeping teams focused on key tasks and committed to avoiding unproductive behaviours. This promotes shared responsibility and ownership of outcomes, paving the way for efficient goal attainment and streamlined success.

In conclusion, while traditional goals set the direction, anti-goals provide the map. By embracing this counterintuitive approach to success, individuals and organisations can navigate challenges, optimise resources, and achieve their objectives with greater speed and efficiency.

The post How anti-goals pave the path to faster success appeared first on HR Katha.

Companies such as Google, with its moonshot factory, or Tesla, pushing the boundaries of electric vehicles, are prime examples of this approach. They empower their employees to pursue ambitious dreams, knowing that even if they fail, the lessons learned will pave the way for future breakthroughs.

Shaleen Manik, CHRO, Transsion India, sees this mindset as key to unlocking employee potential and driving organisational growth. “In today’s dynamic landscape,” he says, “encouraging calculated risk-taking and bold thinking is crucial. This shift benefits individuals and propels the organisation forward.”

“Leaders must empower employees to contribute to decision-making and to take ownership of their ideas”

Shaleen Manik, CHRO, Transsion India

Leaders play a critical role in fostering this environment. They set the tone by demonstrating a genuine belief in the power of big ideas and by creating a space where employees feel comfortable sharing their thoughts without fear of judgment. As Manik emphasises, “Leaders must empower employees to contribute to decision-making and to take ownership of their ideas.”

Growth through big bets

The big bet mindset is closely intertwined with a growth mindset, the belief that intelligence and abilities can be cultivated through effort and perseverance. When employees embrace this philosophy, they see challenges as opportunities to learn and grow, rather than insurmountable obstacles.

By pursuing ambitious goals, employees inherently develop resilience, learn from setbacks, and continuously strive for improvement. This benefits them personally and fosters an adaptive and resilient organisation. Mangesh Bhide, senior vice president and HR head, Reliance Jio Infocomm, echoes this sentiment, stating that “while calculated risk-taking is vital, it must be balanced with strategic insights.”

Ownership: Fuelling engagement

“Organisations need a nuanced understanding of market dynamics, technological advancements, and customer needs”

Mangesh Bhide, senior vice president and HR head, Reliance Jio Infocomm

The big bet mindset empowers employees by giving them ownership of their ideas and projects. This fosters a sense of responsibility and accountability, transforming employees from passive task-doers to active contributors. Empowered individuals go beyond their regular duties, seeking opportunities to make a meaningful impact, creating a positive feedback loop where success becomes a shared responsibility.

Agility in the age of disruption

In today’s fast-paced world, organisational agility is paramount. The ability to adapt quickly to new challenges and opportunities is the difference between thriving and falling behind. The big bet mindset contributes to this agility by instilling a culture that values experimentation, adaptation, and continuous improvement.

When employees are encouraged to take bold risks, the organisation becomes more adept at navigating uncertainties. It learns from unexpected outcomes and adjusts strategies as needed. This adaptability positions the company to seize emerging opportunities and stay ahead of the curve.

However, Bhide cautions against blind recklessness. “Organisations need a nuanced understanding of market dynamics, technological advancements, and customer needs,” he says. “This ensures calculated risks are taken at opportune moments, maximising the chances of success.”

Beyond buzzword: A catalyst for growth

The big bet mindset is not just a buzzword; it’s a philosophy with the power to unlock individual and organisational potential. It’s about fostering an environment where bold ideas flourish, where employees feel empowered to take ownership, and where the organisation becomes a learning organism, constantly adapting and growing. In a world of relentless change, embracing the big bet mindset is no longer just an option; it’s the key to unlocking a future of success.

The post The Big Bet mindset: Fuelling innovation & unleashing potential appeared first on HR Katha.

Understanding the organisation’s needs is the cornerstone of HR’s decision-making. Key stakeholders’ input is crucial to identify pain points and opportunities the new technology should address. Vendor evaluation follows, where solutions are assessed based on functionality, scalability, reputation, and support.

“Prioritise needs first. Is it cost reduction, better employee services, or data analytics?”

Sunil Ranjhan, senior advisor, LG Electronics

“Prioritise needs first,” advises Sunil Ranjhan, senior advisor, LG Electronics. “Is it cost reduction, better employee services, or data analytics?” Integrating seamlessly with existing systems like HRMS and finance is also paramount. Transitioning from legacy systems and securing implementation resources (internal or external) are initial challenges. Sustaining the technology long-term prevents obsolescence.

Budget considerations play a significant role, requiring HR to align purchases with available resources and potentially negotiate for cost-effectiveness. Complexity of the technology being purchased further influences the decision timeline. Solutions significantly impacting HR operations or introducing new functionalities demand a more in-depth analysis. Integration level, customisation potential, and user adoption learning curves also contribute to complexity. Regulatory compliance and data security add further layers of intricacy.

The technology itself plays a crucial role in shaping the decision timeline. More intricate solutions, such as integrated enterprise resource planning (ERP) systems, demand a more thorough evaluation. “User-friendliness for employees should be a top priority,” adds Mukul Chopra, CHRO, ConveGenius. “Technology shouldn’t add to their workload, but rather make tasks convenient.”

“User-friendliness for employees should be a top priority. Technology shouldn’t add to their workload, but rather make tasks convenient.”

Mukul Chopra, CHRO, ConveGenius

Beyond choosing the right technology, HR must ensure smooth integration into existing workflows. Implementation timelines, potential disruptions, and employee training are crucial aspects. Collaborating closely with IT and vendors to develop detailed plans and pilot programs in controlled environments minimises challenges. “It’s about maximising benefits, not just selecting technology,” emphasises Amit Sharma, a senior HR professional and former CHRO, Volvo Eicher.

Organisation size also plays a role. Large companies may benefit more from extensive tech, while smaller ones might find it excessive. Aligning technology capabilities with organisational needs is crucial.

Several factors influence HR’s decision-making timeframe:

Complexity: Intricate solutions such as enterprise resource planning systems require thorough evaluation and stakeholder consultation.

Impact on HR operations: Fundamental shifts in HR functions necessitate a more deliberate process to ensure smooth integration and minimal disruption.

Vendor evaluation and selection: A rigorous vendor-selection process considering reputation, customer reviews, support services, and contractual terms can extend the timeline.

Organisational decision-making structure: Hierarchical organisations may have a longer process due to multi-layered approvals, while agile organisations may be quicker.

“It’s about maximising benefits, not just selecting technology”

Amit Sharma, a senior HR professional and former CHRO, Volvo Eicher

Sharma emphasises the importance of a strong HR-CIO partnership, often involving the CFO, for alignment and approval. Pilot programmes provide valuable user feedback and accelerate decision-making. Proactive negotiations on contractual and financial aspects early on prevent delays and ensure seamless technology adoption.

By employing a strategic and nuanced approach, HR can navigate the complex landscape of technology purchases, unlocking the potential of these solutions to streamline processes, enhance employee experience, and ultimately drive organisational success.

The post Navigating the maze: How HR makes tech purchase decisions appeared first on HR Katha.

With 24 years of experience in leadership roles across diverse industries, both with global MNCs and Indian conglomerates, he specialises in cultivating a high-performance culture, leadership development, strategic HR partnerships, innovative methodologies for building people and process capabilities, and ensuring operational excellence in the HR function, including occupational health and safety.

JWIL designs water- management solutions. The company offers services in project assessment, development and ownership with a focus on water distribution, treatment plants, transportation and management.

Pradhan began his career in 2000 as a senior officer in HR at Tata Projects and later became HR manager at Tata Power. In 2005, he joined DSC as a senior HR manager, for two years. In 2007, he became the head HR/country HR manager at BP.

His next switch saw him spending nearly seven years at Isolux Corsan as the group head HR (VP), India. Before joining JWIL Infra, he served as the CHRO at Roadis, progressing to CHRO for the Asia SBU with responsibilities in HR, OH&S, and innovation.

In a LinkedIn post announcing his new role, Pradhan expressed excitement about his goal at JWIL Infra. He aims to create a strong employee value proposition and integrate a people-focused agenda to drive growth aligned with the organisation’s business strategy. His focus includes fostering a culture of creativity, collaboration and high performance.

The post HK Pradhan joins JWIL Infra as CHRO appeared first on HR Katha.

A global memo sent on 4 October, 2023, by Sara Wechter, chief human resources officer, Citigroup, outlined this process.

While some roles will undergo changes and new positions may emerge, roles that no longer align with the company’s new structure will be phased out. Further details of this upcoming transformation will be revealed in November.

The impacted employees will have the opportunity to apply for other roles within the company. Additionally, Citigroup will provide eligible employees with severance pay and notice periods. The contents of this memo have only been disclosed recently although the Bank chooses to not comment on the same.

In a recent meeting for its managing directors, the Bank discussed the measures outlined in the memo. This half an hour long meeting, attended by executives, was reportedly called with just 15 minutes of advance notice.

Jane Fraserhad, CEO, Citigroup, previously announced a comprehensive restructuring aimed at simplifying the bank’s organisational structure. This move followed the divestment from non-core markets and a renewed focus on profitable areas. While the CEO’s memo did not specify the exact number of job cuts, it emphasised that these departures were intended to enable revenue-generating staff and dealmakers to concentrate more on client interactions.

This overhaul is expected to help bolster its share price, which have been lagging of late. The changes will also provide the CEO with greater direct control over the bank’s various businesses.

The post Citigroup undertakes major restructuring exercise appeared first on HR Katha.

A multi-talented professional, encompassing roles as an architect, coach, facilitator and the ethical compass of organisations, Sah’s career journey began in 1995, when he assumed the role of HR manager at HCL Technologies.

After seven years and four months at HCL, he transitioned to Birlasoft as the deputy general manager. In 2009, he returned to HCL as the head of HR for the sales, services and emerging markets business vertical.

Subsequently, he joined Samsung as a senior director of HR, where he served as the head of HR for the Samsung research and development institute in Noida for an impressive seven years and five months. Prior to his current role at Invest India, Sah led the human resources function at Team Computer.

Invest India is a non-profit organisation established under the Department for Promotion of Industry and Internal Trade, Ministry of Commerce and Industry, Government of India, with the primary mission of promoting and facilitating national investments.

Sah is a seasoned HR leader with over two decades of international experience. He is renowned for his capacity to drive significant change by aligning HR strategies with business objectives. A vital contributor to executive management, he offers strategic insights and promotes collaboration across departments to fuel growth.

The post Amulya Sah joins Invest India as CHRO and senior VP appeared first on HR Katha.

Organisations restructured and  began focusing on recruiting external talent. Organisations in the ‘90s  realised they were losing too many  valued and experienced employees  because of this and changed tracks  again to focus on retention and  nurturing the existing employees.  

As HR integrated into the talent  management function, the 21st  century looked to be a promising chapter in the future of talent  management. Technology developed  at exponential rates, tech companies  started to see a market in talent  management tech and the first  consolidated talent management  system was born.  

Talent management systems (TMS),  better known as ‘hire to retire’ systems or employee lifecycle  management platforms, were 2023, famed HR expert, Josh  

Bersin talks about three separate the first to provide organisations  with a complete solution from  recruitment all the way to retirement. Most of the TMSs  we see today deal with the  organisational requirements to  manage talent. From onboarding  to planning and functions like  compensation management,  TMSs help organisations create a  backbone to an employee’s career. 

In the age of employee empowerment and the Gen Z  workforce, organisations have  begun to render more importance  to their employees, treating them as  valued members of the organisation,  making them feel heard and giving  them the right opportunities to excel  and stay happy. Organisations are  having to invest in keeping their  workforce engaged.  

Independent TM softwares have  provided organisations with an  avenue to fill that gap and use them  outside of their existing TMSs but  that doesn’t look to be the long  term solution to the employee  engagement challenges posed in the  modern day workforce.  

As HR and its responsibilities  evolve so should its tech. In his  start of the year predictions for TM tech platforms that could spur  the change the industry has been  yearning for.  

Understanding what they are  and how they can be used with a  revamped system is essential to an  organisation’s ability to implement  them well. 

Employee-experience programmes: These are initiatives  or activities designed to improve  the overall experience of employees  within an organisation. These programmes can take many  forms, and they may be focused  on a variety of different areas,  such as work-life balance, career  development, health and wellness  and more. The goal of employee experience programmes is to  create a positive and engaging  work environment for employees,  and to support their overall well being and satisfaction. 

Talent-intelligence platforms: These are tools or systems that  provide organisations with insights  and data on their workforce and  talent landscape. Their goal is to  help organisations make data driven decisions related to talent  management. 

“In the past 30  years, the way the software industry  along with the HR industry has seen  a boom, it is not surprising if we see  an integrated talent-management  system in the coming years. From  an employee’s perspective, an  integrated system will iron out many  of the minor inconveniences faced in  managing talent”

Ranjith Menon, senior vice president  – corporate human resources,  Hinduja Global Solutions

These platforms typically integrate  data from various sources, such  as employee-performance data,  employee-demographic data,  compensation data and more. They  can also include features such as  data visualisation and analytics to  help organisations understand their  data and make sense of it. 

Talent-marketplace solutions: Also referred to as career-pathway  solutions, these are tools or systems  that help organisations manage and  develop their talent effectively.

Creating an ecosystem: Unlike the ‘hire to retire’ systems that  integrated with competency modules to create a holistic module, these  if need be, creating a talent management ecosystem of sorts.

Ranjith Menon, senior vice president  – corporate human resources,  Hinduja Global Solutions, sees the  integration of these three platforms  as an inevitability. “In the past 30  years, the way the software industry  along with the HR industry has seen  a boom, it is not surprising if we see  an integrated talent-management  system in the coming years. From  an employee’s perspective, an  integrated system will iron out many  of the minor inconveniences faced in  managing talent,” feels Menon. 

These solutions can provide employees with visibility into  career opportunities within the  organisation, while also providing  organisations with insights into the  skills, knowledge and experience of  their employees.  

Individually these programmes  provide the organisation and  employees with the right tools to  better understand each other’s  requirements and act on them.  Together, they can shape the future  of how we perceive a holistic  talent – management system is  implemented in organisations.  Begging the question, could they  form an ecosystem? programmes provide organisations  with the flexibility to infer and import  new skills, content and assessments.  Systems of the past could not do this  due to their rigid nature.

 

“We are in the age of personalised  experiences. Everything from  banking, advertising, to retail,  everybody is looking to create a  hyper personalised experience for  their audience, why not HR?” 

Srikanth Karra, CHRO, Mphasis

The flexibility provided by the  new-age systems allows for a truly  modular suite of talent-management  systems that can work well together  if need be, creating a talent management ecosystem of sorts. Ranjith Menon, senior vice president  – corporate human resources,  Hinduja Global Solutions, sees the  integration of these three platforms as an inevitability.

A system such as this that hopes to  understand the employee journey  from the grassroots level will help organisations properly map and  personalise an employee’s career in  the organisation. An ecosystem only  makes it easier to avail the necessary  data needed for an organisation’s  HR function to create more well informed decisions on the career  progression of an employee.

“We are in the age of personalised  experiences. Everything from  banking, advertising, to retail,  everybody is looking to create a  hyper personalised experience for  their audience, why not HR?,” says  Srikanth Karra, CHRO, Mphasis. 

Does HR require a talent-management ecosystem? Technology in every application is  being driven towards one common goal — better integration. If we  take our daily use hardware as  an example, phones, laptops and  even watches are being integrated  with one another, with overlapping  features that help improve the flow  of certain activities, allowing for a  more immersive experience. 

Employee-experience programmes,  talent-intelligence programmes  and talent marketplaces are  systems built to adapt to the  constantly-changing requirements  of HR today. Having an integrated  system that takes advantage of the  modularity of these programmes as  well as creates a platform to allow  them to work together seamlessly  can prove to be beneficial for HR  departments everywhere.

“With the number of  opportunities and general awareness  going up considerably amongst  talent, traditional ways of managing  the talent falls significantly short of  expectations”

Shashikant KS, CEO and CHRO,  Chai Point

Shashikant KS, CEO and CHRO,  Chai Point, expands upon the  same, saying, “With the number of  opportunities and general awareness  going up considerably amongst  talent, traditional ways of managing  the talent falls significantly short of  expectations.” 

He rightly points out,  “Employee growth and experience  expectations are far more dynamic  than ever before. At the same  time, the business challenges and  requirements are also changing  quite rapidly. A platform that can  solve these will definitely help  organisations.” 

Revolutionising the current system Creating a platform such as this  outside of the pre-existing ‘hire to  retire’ system or as Karra prefers  to call it, an ‘employee lifecycle’,  is a possibility. With technology  advancing at the rate it is and  integration becoming a key focus in  the industry, a system such as this  could very well see the light of day in  the near future.Rather than creating a consolidated  TM tech environment outside of the  employee lifecycle systems utilised by numerous large corporations,  finding a way to integrate it with the  pre-existing programme can prove  to be better. 

The employee lifecycle systems most  organisations make use of take care  of most of the basic TM functions  required by an organisation.  Data is being collected from  recruitment all the way to the last  day of the employee. Leveraging this  foundation of data to build a more  complete system seems ideal. 

Rather than looking at employee experience programmes, talent intelligence platforms and talent marketplace solutions at face value,  taking the data recorded from them  and finding data points that can help an organisation chart an employee’s career and intervene in the right places is the way to use this platform. 

“The job of a system like this is to aid and guide the HR function in an organisation to better understand the points of tension in an employee’s career. Such a system provides an HR professional with the proper inputs to intervene and help the employees during their journey in the organisation,” says Karra. 

He goes on to cite an example, “If employees are unhappy with the current compensation, the system  provides the employee with an indirect mode of expressing their unhappiness as well as alerting the HR department about it, so that This speeds up talent rotation  in organisations, keeping the  employees happy and engaged. It also provides employees with an action that can be taken accordingly.” 

As more employee data is collected pertaining to their  work experience, the scope  for HR departments to better  understand career progression opportunities, employee happiness  and engagement widens, among  numerous other functions that  would otherwise take ages for basic  human intervention to understand. 

What are the benefits? 

A system that automates the  labour-intensive functions of talent  management can prove to be  extremely beneficial on a large scale.  Organisations with large workforces  will be able to automate numerous  talent-management functions that  would otherwise usually take a lot of  time to execute. 

On an individual level, employees  will be able to express their  concerns and get responses to  basic requests instantly. Talent  marketplaces will allow employees  to list themselves on a platform in  case they are looking for a career  rotation or progression opportunity  as well as notify managers looking  for workers in similar roles.  

The  new generation of employees prefer  modes of communication that do  not require direct confrontation.  Therefore, a platform such as this  looks to be the solution to a lot of  the ambiguity organisations face in  understanding them. 

As an organisation, HR professionals will be able to better  understand their employees, gauge  where the major concerns are, and keep track of employee happiness  through their responses. They will  be able to create better-informed  decisions on an employee’s  career at the organisation and  map their progression to best suit  their needs in alignment with the  organisation’s vision. 

Expanding on the same, Karra  says, “A system such as this gives  HR professionals the right inputs  to create a more well-informed,  intelligent intervention strategy.  As new data points emerge from  the programme, an HR head will  be able to better understand the  situation the employee is in and act  accordingly.” 

“From an organisation’s perspective, an ecosystem will help promote innovation and create a learning culture. It will offer a security net for people to experiment and fail. This will allow them to tap into their innovative talents and eventually  help the organisation to grow,”  enunciates Menon. 

Even if organisations do not  wish to implement an integrated  ecosystem, they will be able to  leverage the quality of life perks  that these platforms provide, which  can prove to be essential in creating  a better understanding between the  employees and their managers and  HR departments. 

Will it make an organisation overdependent on tech? 

One of the main criticisms of HR tech  is the possibility of an organisation  becoming too tech-dependent.  Integrated ecosystems will only get  smarter as they evolve, and learn  more about the organisation they  are implemented in. 

To achieve complete automation,  artificial intelligence (AI) and  machine learning (ML) programmes  will have to weave themselves into  these systems. Fortunately for the  critics, the integration of AI and ML  into HR systems has not reached a  level where it can fully automate the  talent-management function. One of the key advantages of the platform is its ability to provide  better insights to the HR function  to map the employee lifecycle and  make better decisions according to  them. In the future, if we integrate  AI and ML into these systems, they  will still lack the ability to think like a  human HR professional. 

“Technology acts more as an  enabler rather than something that  can pull us down. It acts as a support  system to existing systems. It is a  world of ‘and’ not ‘or’” 

Atul Mathur, executive  vice president, Aditya Birla Capital 

As we look at the AI generative tools  of today, people have recognised that  the platform does not have the ability  to think outside its parameters. In  the case of HR, an AI platform will  be briefed on the situations and how  to deal with them but only has the  ability to react to them in black and  white — ‘yes’ or ‘no’. 

“The inability to think independently, or make decisions  outside of its programming will give  employees the opportunity to try to  ‘game’ these platforms,” points out  Karra. 

For instance, AI chatbots on  numerous delivery applications have  been taken advantage of. There have  been several cases of customers  getting refunds or free deliveries  because of the AI’s inability to distinguish genuine cases from the  fake ones. 

Letting AI or ML take the reins to  initiate important HR functions  without human intervention will  not work even in the short term.  Organisations that try to integrate  an AI-based ecosystem will have to  be wary of the functions the AI/ML  platform will take on. 

The ecosystem will act as an  aid to human HR professionals  to make better decisions on  talent management. Having an  automated system will kill the  essence of the platform. 

In the end, as Atul Mathur, executive  vice president, Aditya Birla Capital  says, “Technology acts more as an  enabler rather than something that  can pull us down. It acts as a support  system to existing systems. It is a  world of ‘and’ not ‘or’.” 

Using technology as a support  system for actual human intelligence  is the only way to reap the rewards  of a consolidated talent-management  ecosystem.

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Chaudhary is eagerly anticipating her new role and has shared her involvement in shaping Magenta’s overarching strategic course. This encompasses pivotal aspects of human capital, including talent acquisition, compensation and performance management, succession planning, learning and development, and fostering a culture characterised by transparency, positivity, and openness across all sectors and verticals. Given the scale at which Magenta is expanding to new cities, Chaudhary will oversee substantial recruitment across diverse verticals, encompassing both employees and driver partners.

“I am a firm believer that investments in human capital are as crucial as investments in product research and development. Our people represent our most valuable asset, and creating an environment where they can flourish is of paramount significance. My commitment lies in unleashing the inherent drive within individuals to be self-reliant, self-motivated, and interconnected. By doing so, we will empower not only our team and driver partners to achieve greater heights but also generate value for both them and Magenta,” highlighted Chaudhary.

With an extensive background spanning more than 22 years across diverse sectors, including logistics, retail, and manufacturing, Chaudhary assumes her role at Magenta Mobility with a wealth of experience and a forward-thinking outlook. Her past endeavours include notable engagements with distinguished companies such as Sandvik Asia, Reliance Group, Chalhoub Group, and CMA CGM Group.

Maxson Lewis, founder and managing director of Magenta Mobility, expressed his enthusiasm about Chaudhary’s addition to the team, stating, “We are excited to welcome Chaudhary as our Chief Human Resources Officer. Her comprehensive perspective on human resources, coupled with her demonstrated capacity to foster leadership skills and create strategic plans, aligns seamlessly with our core values and growth trajectory. Through her leadership, we aspire to cultivate an environment where each individual’s potential is unleashed, propelling us collectively towards remarkable achievements.”

Magenta Mobility secured a USD 22 million investment from prominent investors, BP Ventures and Morgan Stanley India Infrastructure. Recently, the brand proudly launched its operations in Pune. Presently active in cities such as Bengaluru, Hyderabad, Mumbai, Mysuru, Delhi, Noida, and Gurgaon, the company is expanding its operational footprint to several other urban centres.

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Prior to joining Interface Microsystems, Mehta was associated with RR Kabel, where she spearheaded human resources operations for the consumer product sector. Moreover, she has worked with many companies such as HCL Technologies, Bharti Airtel, S Tel, and Luminous Power Technologies.

Her longest stint was with Luminous Power, where she was serving the company as its AVP-HR. She joined the company in March 2014 as assistant general manager and was associated with it for over 8 years.

Bringing with her a wealth of expertise spanning nearly two decades in HR, Mehta has a background that includes diverse positions within the industry. Her expertise lies in HR business partnership, talent oversight, talent procurement, educational and developmental initiatives, as well as promoting diversity and inclusion.

Commenting on the appointment, Mehta expressed her excitement stating that she feels thrilled to join the company. “Together, we’ll shape a future where every individual’s potential is unlocked, where collaboration knows no bounds, and where our shared success becomes a testament to the limitless possibilities that lie ahead,” she added.

Mehta holds an MBA in human resources from Shivaji University. She also holds a certification in general management program (GMP) from IIM Lucknow.

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Before joining InsuranceDekho, Mohan served as senior  director and global head, business partnering & learning at Innovaccer for one year. She also worked with OYO as VP and HR- head and her experience involved leading the HR function for its franchise business in India, overseeing sales, business development, operations, and more.

She has worked with companies like Jubilant FoodWorks as lead – talent management & engagement, deputy general manager – HR at VLCC and at VE commercial vehicles for more than 2 years.

Mohan’s journey began in 2010 at Mahindra & Mahindra in the automotive sector, gaining exposure to various roles in corporate and factory HR and she now boasts more than 16 years of experience in HR.

As a trained facilitator in leadership programmes and a certified executive coach, Mohan’s passion for driving positive change and nurturing talent makes her a valuable asset to InsuranceDekho’s HR function.

Mohan holds an MBA in human resources from Lal Bahadur Institute of Management.

HRKatha wishes her all the best for the new role.

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With a career spanning over two decades in HR, Adil has managed business roles across financial sector such as operations, customer service, risk, and marketing. Prior to joining Edelweiss Tokio Life, Adil was associated with Raheja QBE GI as its chief people, risk and marketing officer.

 She has also held many leadership positions at different companies such as Avanse Financial Services, Aegon Life Insurance, and MGL.   

Her longest stint was with Aegon Life where she was associated with the company for a good 12 years as its chief people and operating officer. Within her leadership, she spearheaded various initiatives aimed at transforming the organisational culture, making it a top digital insurer by leveraging the right talent. She successfully implemented agile work methodologies at the workplace, introduced modern people practices, and developed a compensation framework that aligned with the company’s strategic goals. 

Welcoming Adil in the new role, Sumit Rai, MD & CEO, Edelweiss Tokio Life Insurance expressed his excitement to have Adil in the leadership team. “With Saba’s impressive experience, I am certain we will see significant improvement in organisational capabilities, which will bring us closer to the long-term goals set for our company,” he added. 

 Replying to the warm wishes, Saba Adil, chief human resource officer, Edelweiss Tokio Life Insurance, expressed her desire  to further develop upon this foundation by encouraging employees to embrace learning, growth, and innovation within the company. “We want to keep building an organisation which fosters an inclusive environment for its people and promotes an emotional connect with the company,” she asserted.

Saba Adil holds a master’s degree in human resources, HRM, from AMU. In addition, she has earned a Stanford LEAD: corporate innovation certificate from Stanford Graduate School of Business Executive Education.

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Tarun Katyal, CHRO, Niva Bupa, admits that there has been a growing focus on women employees and their involvement in sales roles. Niva Bupa, a forward-thinking organisation, is actively working towards promoting gender diversity and creating an inclusive environment for all employees. 

With a 14 per cent to 19 per cent increase in last three years, the company has made remarkable strides in improving diversity. Additionally, the company has experienced significant growth in its part-time headcount, now employing over 4000 individuals. There are more than 100 women in the workforce, holding various management positions, accounting for approximately two per cent of the overall managerial roles. Furthermore, Katyal shares that the firm values part-time employment, offering flexibility to individuals who may have dependents to take care of or personal commitments that prevent them from working full-time.

“Performance is a key driver at Niva Bupa, and the company has implemented a scorecard system to define and measure success. This scorecard aligns company-wide goals with individual performance objectives, ensuring employees are accountable for achieving targets. Performance and development go hand in hand, driving career growth and bonuses based on individual and company performance”

Tarun Katyal, CHRO, Niva Bupa

In an industry where the prevailing assumption is that sales roles are predominantly held by men, Niva Bupa defies this norm as a merit-based organisation that assigns roles without regard to gender, according to Katyal’s beliefs.

The company recognises the importance of fostering diversity at all levels, including women leaders and executives. Katyal says, “Through an internal mentoring programme, Niva Bupa aims to empower women employees, led by the CEO himself. This internal mentoring programme focuses on enhancing their business acumen by providing guidance on crucial skills such as reading financial statements, understanding company strategies and identifying growth opportunities. By equipping women with these essential tools, Niva Bupa seeks to cultivate their success in sales roles and enable them to advance within the organisation.”

Katyal further adds that Niva Bupa’s commitment to continuous learning extends to all employees, irrespective of gender. The company offers comprehensive learning and development programmes tailored to individuals at every level.

Transitional training: According to Katyal, one notable programme is the Fresh Managers Programme, a mandatory course for those transitioning from individual contributor roles to managerial positions. This programme equips managers with the necessary skills and knowledge to excel in their new roles, emphasising effective leadership and decision-making.

Talent development: Recognising the importance of talent development, the company has implemented an internal talent pipeline-building initiative. This initiative dentifies individuals with potential at specific levels and provides them with personalised development plans. By nurturing and fostering the growth of these individuals, Niva Bupa ensures a smooth transition into new positions, further promoting gender diversity in sales roles.

Katyal explains that to maintain fairness and objectivity in evaluating employees seeking to transition from individual contributor roles, Niva Bupa conducts in-house selection processes through its assessment centre. These processes involve online assessments, interviews and performance evaluations, enabling unbiased evaluations and supporting employees’ professional growth.

Mentoring: Building upon the success of previous initiatives, Niva Bupa has also recently launched an enhanced mentoring programme. This programme facilitates connections between employees and leaders from various departments, allowing participants to gain cross-functional business acumen.  Topics covered range from people management to shaping company culture and fostering employee engagement. By providing opportunities for employees to learn from industry leaders, Niva Bupa empowers them to thrive in their roles and contribute to the organisation’s growth. 

Learning & development: Talking about the resources provided by the organisation, Katyal says, “Niva Bupa places great emphasis on ongoing learning and development. The company offers a variety of resources to support employees’ professional growth, including the Learning Portal. Through partnerships with platforms such as Coursera, employees have access to online courses that they can complete at their own pace. By providing evidence of course completion, employees can further enhance their skills and knowledge.”

Scorecard: “Performance is a key driver at Niva Bupa, and the company has implemented a scorecard system to define and measure success. This scorecard aligns company-wide goals with individual performance objectives, ensuring employees are accountable for achieving targets. Performance and development go hand in hand, driving career growth and bonuses based on individual and company performance,” opines Katyal.

Niva Bupa remains committed to promoting gender diversity and fostering an inclusive culture within its sales roles, and Katyal shares that they are doing this through merit-based practices, internal mentoring programmes, talent-pipeline initiatives and continuous learning opportunities. “By prioritising diversity and inclusion, Niva Bupa is building a strong foundation for success in the ever-evolving world of sales,” says Katyal.

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Previously serving as the chief human resources officer at Zee media corporation, Srivastava played a vital role in fostering organisational growth and implementing strategic HR interventions. She brings a strong track record of HR leadership in media, pharma, and IT industries.

The appointment underlines Essel group’s commitment to employee development and a conducive work environment. With approximately 8,000 employees, the conglomerate recognises the importance of effective people practices in sustaining its entrepreneurial spirit.

Expressing their confidence at Ms. Srivastava’s extensive experience, a company spokesperson reiterated that her proven track record will enable her to manage the expectations of all stakeholders and contribute significantly to the growth of Essel group. 

Srivastava holds a post graduate diploma in business management with a specialisation in human resource management from IMT Ghaziabad. Her expertise in talent acquisition, employee relations, and HR management positions her to drive impactful people practices across Essel group’s diversified portfolio.

As the CHRO, Srivastava will play a crucial role in shaping Essel group’s HR foundation, prioritising employee development and well-being. The appointment underscores the conglomerate’s focus on strengthening its HR function and fostering sustainable growth.

Established in 1926, Essel group has evolved into a prominent business house with interests in media, packaging, entertainment, technology-enabled services, infrastructure development, and education. With Srivastava’s leadership, the group is poised to reinforce its commitment to talent acquisition, employee relations, and effective HR management for continued success.

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From September 2014 to April 2019, Subramanian had served as head – HR at Sundaram Finance, based out of Chennai. Reporting to the MD, he managed end-to-end HR strategy and execution for almost five years, before he moved to Lucas Indian Service.

Subramanian, who is an alumnus of Bharathidasan University, was associated with Britannia Industries too, when he served as regional HR manager and business partner, for over five years, in 2008. In this role, he was primarily responsible for hiring and retention, engagement as well as performance management for 250 employees of South India. He was accountable for the HR of two regional offices and 16 co-production units.

During 2006 to 2008, he was assistant manager – HR, PepsiCo. He had spent over two years with the company before moving to Britannia.

A dynamic HR professional, he is known to be humble and polite yet firm in his approach. His juniors admire him as an inspiring mentor.

Talent acquisition, management and retention are his forte, along with HR business partnering and learning and development (L&D).

Backed by over two decades of experience in HR / ER across manufacturing, FMCG and servicing sectors, Subramanian’s expertise in sales HR and capability is an asset to any organisation that he is a part of.

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Prior to his tenure at Games24x7, Vikrant Goyal worked in various positions across different companies. He began his career in 2002 as the Manager HR – SRF, and later joined Wipro Technologies as manager – corporate HR, responsible for executive compensation, B-school talent hiring, and management. He worked at Wipro for three years and was promoted to the position of manager HR.

Goyal then joined Texas Instruments in 2006 as an HR lead and later became the HR lead for sales and analog and functional lead for talent development, where he served for five years. He worked as the HR lead for FS Insurance at Accenture for a year before moving on to become the head of talent management and OD business HR at TE Connectivity. He subsequently joined Northern Trust Corporation as an HR business partner. Goyal’s most recent role prior to his promotion to CHRO at Games24x7 was in organisation and talent development at Sterlite Power.

According to Bhavin Pandya, CEO and co-founder, Games24x7, amazing companies are built by amazing teams, and Goyal has been instrumental in creating a high-performance, inclusive, and collaborative work environment that has driven growth and innovation. 

Goyal’s promotion is a recognition of his leadership skills, his passion for people, and his ability to create a culture that fosters talent development and performance improvement.

As the new CHRO, he will continue to lead the HR team and drive the company’s talent strategy to align with its vision and objectives. His promotion is a testament to his exceptional leadership skills, and the trust and confidence that the company’s leadership has in him to take Games24x7’s work culture to the next level. Goyal is excited about his new role and committed to the company’s continued success. 

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However, returning to work after having a baby can be rather challenging and daunting an experience for new mothers. Many women face various obstacles, such as a lack of confidence, skills gap and difficulties managing work and family commitments.

That is why, Allstate India has recognised the importance of supporting and retaining talented women employees, particularly those who have had to take time off to care for their children. It has implemented programmes aimed at helping new mothers relaunch their careers.

Allstate India was founded in 2012 as the strategic business services unit of The Allstate Corporation, with offices situated in Bengaluru and Pune. The company’s expertise covers a broad range of business areas such as technology and innovation, policy administration, global operations, and integration, among others.

However, what sets Allstate apart is its unique approach to innovation, which enables it to create cutting-edge solutions that cater to the dynamic needs of the insurance industry. It has a highly skilled workforce that leverages advanced technology and analytics to deliver unparalleled insights and business solutions.

The company values and prioritises diversity and equity, and its work culture is inclusive, fostering a sense of belonging for everyone.

Speaking about workforce planning, Monarch Limaye, CHRO, Allstate India, shares that the company has a systematic approach to identifying and addressing the gaps between an organisation’s current workforce and its future needs.

“The success of these programmes depends on their creativity and the psychological safety they provide for participants. While the All Mama programme is targeted towards women, the organisation acknowledges the need for further programmes to support individuals at different stages in their lives.”

Monarch Limaye, CHRO, Allstate India

He says that the process involves analysing and forecasting the demand for talent and identifying the supply of talent available within the organisation, as well as in the external market.

Talking about the business and the hiring process, Limaye mentions that the company is divided into two halves: 50 per cent of the workforce is made up of technologists, and the other 50 per cent is dedicated to back-office operations.

He says, “Last year, out of a total of 3000 employees, 2000 were focused on back-office operations, and 1000 on technology.”

It’s worth noting that internal mobility is a key focus for the company. When fulfilling business requirements, the goal is to prioritise internal hiring as much as possible. According to Limaye, this approach offers several benefits, including development opportunities for employees and clear career paths.

Limaye shares, “Ideally, Allstate will hire junior management to fill any gaps left by employees who have moved into middle or senior-management roles. With a current workforce of 8000 people, the company has achieved a critical mass that is significant in the market, and we are striving to maintain a healthy balance between internal and external hiring as we continue to grow.”

Limaye discusses the All Mama Care progrmme aimed at helping new mothers relaunch their careers.

Specifically designed for women, the programme provides support at various stages of their lives. The organisation has good gender-diversity representation but still aims to improve and retain more women in the STEM field.

The All Mama Care programme focuses on hyper-personalisation and aims to make it a painless and delightful journey for women to return to work after having children. It provides resources and support for mental and physical well-being, including counselling sessions with doctors and paediatricians.

The All Mama Care programme has been successful and has received word-of-mouth appreciation.

In terms of numbers, the company currently has a 37.5 percent gender diversity rate, with women representing around 35 to 36 per cent of the workforce.

“While this is good progress, it falls short of our goal of having at least 40 per cent women in the workforce. To address this issue, the company has implemented policies and initiatives aimed at retaining women employees,” opines Limaye.

To make it easier for them to return to the workforce, the company is actively considering a re-internship programme aimed at providing a smooth and enjoyable experience for women returning to work after a break in their career. Overall, the company is committed to increasing gender diversity and providing a supportive work environment for all employees.

In the tech industry, coding talent is highly sought after, and companies are competing to attract the best candidates. To find the right talent, companies are increasingly turning to innovative programmes and initiatives, such as coding boot camps and hackathons, which can help identify and develop coding talent. Additionally, companies are partnering with universities and other educational institutions to recruit top talent.

Allstate has also launched and implemented various technology programmes, such as Coding Gladiators, which are aimed at fostering innovation and providing entry-level opportunities for employees. The demographic makeup of the Gladiators’ participants includes coding enthusiasts and technology professionals. However, these programmes are open to employees of all levels, junior to senior, and are tailored to specific learning objectives.

The key to success in developing niche programmes, such as Coding Gladiators and All Mama, lies in starting with a clear objective and desired outcome in mind and being open to the unique approaches and perspectives of each individual involved.

“Thankfully, the company has been successful in creating programmes that are well received by employees, with no organisation or initiative falling flat. The company’s approach to fostering innovation and providing support to its employees has been positive, with good experiences reported thus far,” says Limaye.

“While the All Mama programme is targeted at women, the organisation acknowledges the need for further programmes to support all individuals at different stages in their lives,” concludes Limaye.

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Singh began his career in 2000 as an assistant manager-HR at Sona Koyo Steering Systems and subsequently joined Tata Communications in 2001 as an assistant manager-HR. He rose through the ranks and was eventually promoted to the position of senior manager-HR at Tata Communications, where he spent over two years. Singh then moved to Tata Group as senior manager-talent management and leadership development before transitioning to Tata Administrative Service-leadership and development, Tata Group HR.

The longest tenure for Singh was with Glenmark Pharmaceuticals, where he held various roles starting as GM and head of corporate HR, then senior GM-HR-global research and development, and ultimately VP and global head of research and development HR. Prior to joining Dixon Technologies, Singh was the VP-corporate HR at CEAT Tyres.

Singh holds an MBA in human resources from the Xavier Institute of Social Service. His extensive experience in human resources, talent management, and leadership development make him an asset to Dixon Technologies. 

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The Great Resignation took place due to several factors arising after the experiences of the persistent pandemic. This included the changes in workplace expectations, increased remote work opportunities, changing mindset of all the generations in the organisation after their combat with the pandemic, and the consequential effects on health, wellness and well-being. There was an increased realisation that health and quality of life is more important than anything. With several sectors getting back to better normalcy after the peak of the pandemic, coupled with the job market becoming very competitive, there was prevalence of better pay and work flexibility available for talent leading to an exodus of talent in several organisations much more than before. Layoffs followed later. Global inflation is on the rise and also recession and economic slowdown. The Ukraine war, etc. instilled a sense of fear and caution and large corporates started laying off their employees as a matter of austerity. Leaders tend to believe that layoffs can help survival. When one large organisation does that, it immediately reduces confidence, enhances fear in other organisations and more start doing the same.

2023: Will it be a turmoil again or peace?

It need not be a turmoil if one is well prepared. However, it will be wishful to think that it will be peaceful. So, it is better to see that the world of tomorrow is beyond VUCA (Volatility, Uncertainty, Complexity, Ambiguity) and it will be like a BANI world (Brittle, Anxious, Non Linear, Incomprehensible). It is critical not to see them as turmoil or as challenges rather be well prepared to overcome the challenges and see how to convert or pivot from these challenges to opportunities.

The world of HR professionals need to realise that there will always be some hindrance in work flow; either a pandemic, or climate change challenges, or inflation, recession or an armed conflict or some other crises. The world has transformed exponentially between 2020 to now. Business operations have entered the era of the new normal, where we think, act, and live a lot differently.

More importantly, all of us in HR had the onus to lead and support businesses in a significant manner than ever before. We have encountered new ways of working including that of hybrid or fusion working, changing expectations of people of different generations, the Great Resignation, quiet quitting, moon lighting and so on.

Given the context, HR has a phenomenal responsibility; to rub shoulders with business leaders, work along with them in steering business continuity, and driving growth through people.

The need of the hour is to design for building organisations fit for the future. Its success lies in our ability to foresee that, internalise, and make changes as required in an appropriate manner.

Some of the important focus areas will include building a culture of resilience and agility in organisations to face any of the challenges as and when they emerge. Beyond this, we have to continuously foster a culture that boosts higher levels of psychological engagement and productivity all the time.

Any enterprise desirous of thriving will have to constantly ensure that the relationship between the organisation and the employee is always close

Looking beyond work output and outcome

As the famous quote goes, ‘To win in the market place you have to first win in the workplace’. Any enterprise desirous of thriving will have to constantly ensure that the relationship between the organisation and the employee is always close. Those who err on that are destined to fall.

People who experience trust and belief from their leadership are far more engaged and productive and thereby that leads to better growth and performance of the organisation. After all, ‘culture’ is about how people feel and experience the organisation. Thus, one of the critical elements of culture building is to bring that ‘closeness’ and ‘connect’ between the employee and the organisation.

Organisations will be and should be concerned about work, output, outcome and ultimately profits and sustainability. However, these can’t be achieved without winning cooperation and engagement of employees in the organisation. Hence people connect will continue to be highly critical for organisations to thrive. It is the role of every manager to stay psychologically connected with each of his/her team members, building a culture of informality, appreciation, continuous feedback, collaboration, empowerment and so on. It is about connecting across.

Employee connect is to care more and control less. With the need to keep increasing digital enablement across systems and processes, care should be taken to ensure that we are providing a real human interface at all points in the employee journey where personal contact is critical. HR leaders need to build a more human employer-employee relationship consciously, make people listened to and valued.

Diversity to be linked to upskilling & reskilling

It may not be appropriate to say that diversity will be linked into upskilling and reskilling. It could be rephrased to say that while organisations consider a Diversity, Equity, Inclusion and Belonging (DEIB) strategy, it is important for that organisation to examine how to cater to all the upskilling and reskilling needs of all its people. For a business with multiple generations, people from diverse backgrounds and with different preferences, it is important to examine what career growth aspirations and needs it will be, for each of those diverse employees. Thus, a DEIB programme clearly linked with upskilling and reskilling initiatives will provide the competitive edge.

Upskilling and Reskilling will end up strengthening the pipeline of diverse employees, building their growth alongside the organisation growth which in turn also has a positive impact on recruitment and retention. The World Economic Forum predicts that 50% of the employee population of today will need reskilling itself by 2025 in view of changing technologies and its fast adoption that’s happening. Investments in upskilling and reskilling employees will lead to substantial growth in productivity and DEIB.

Technical proficiency does not assure high performance whereas on the contrary leadership proficiency is likely to guarantee high performance and success with lesser technical expertise

It is the responsibility of corporates to plan and implement rural growth through skilling initiates and creating employability and employment. A more higher and mature step will be to locate the business operations to rural villages wherein skilling initiatives can happen and also provide the rural population non migratory employment opportunities. Amara Raja Group has always done this for all their business operations. All the manufacturing operations are predominantly located at rural villages wherein there are ‘state of the art skill development centres’ established and 80 to 90 per cent of the workforce are skilled and employed from those villages itself.

Given the enormous challenges of migration, concentrated growth and congestion of metropolitan cities, corporates and Government together have to play a more proactive role in developing new urban centres and promoting rapid industrialisation in hinterland Bharat.

Evaluating a leader: Transparency, empathy, loyalty, mentoring vs business/functional excellence

The primary focus will be more on leadership attitude and behaviour. Gone are the years that people get promoted into leadership roles because of only their technical skills and expertise in their technical domain. That will no more translate into effective leadership and organisation growth. The leaders’ attitude and leadership behaviour will be far more important than the technical capabilities. It is always better to bet on a leader with less technical capabilities and more people management and leadership skills. Technical capabilities can be acquired and developed faster in people than leadership traits.

Also, leadership proficiency is likely to guarantee high performance and success with lesser technical expertise.

Thus, leadership skills will be at the top of the list of competencies that an organisation should be concerned of while selecting a leader for a critical role and over time it has to ensure that there are high levels of leadership skills and the desired levels of technical proficiency as well.

33 leaders predict the upcoming trends for 2023. To find out more click here.

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Before joining Future Generali India Life Insurance, Tyagi worked at ManipalCigna Health Insurance Company  as CHRO. 

Tyagi comes with rich experience of over two decades; she started her career as group manager- resourcing at NIIT, and worked there for three years. Then she joined Tata Teleservices as manager corporate HR. She moved on to ABN AMRO Central Enterprise Services   as vice president of HR. She later worked as general manager HR Maharashtra and Goa, Bharti Airtel for 4 years. 

However, Tyagi’s  longest stint was with Cigna TTK Health Insurance Company  where she worked as CHRO for 7 years and 4 months. 

Tyagi is an experienced HR professional with a broad range of skills and expertise. She has a strong background in HR business partnering, strategic HR planning, and operational excellence. She has also demonstrated expertise in talent acquisition, management, retention, performance management, and rewards. Additionally, Tyagi has experience in change management and has a focus on individual development and engagement. Furthermore, she has gained valuable experience in startup operations through her current assignment.

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According to an employee at TCS, the C3A grade and above include mid to senior-level employees. They explained that the C2 grade typically includes employees with at least four years of experience and that positions at the C3A grade level are considered entry-level for mid-level positions, with positions above that being considered mid to senior level.

In the second quarter of the FY 2022-23, TCS distributed variable pay to 70 per cent of employees, with the remaining employees receiving variable pay based on the performance of their business unit.

On January 6, 2023, TCS announced its financial results for the third quarter of the 2022-23 fiscal year. The company reported a profit of Rs 10,846 crore for the quarter ending December, an 11 per cent increase compared to the same quarter the previous year.

Additionally, TCS’s revenues for the quarter rose 19.10 per cent year-over-year to Rs 58,229 crore, and were up 13.5 per cent on constant currency terms. The company’s operating margin for the quarter was 24.5%, a decrease of 0.5 per cent year-over-year.

This is the first time in 10 quarters that TCS’s headcount has decreased compared to the previous quarter. The company’s headcount at the end of September was 6,16,171 and at the end of December it was 6,13,974, a reduction of 2,197 employees.

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There are several reasons why organisations may choose to implement productised HR services.

It involves developing a range of pre-packaged offerings that address common HR issues, such as onboarding, performance management and employee development. These offerings can include training workshops, consulting services, or templates and resources for HR professionals to use in their daily work. The HR services are then priced and packaged, allowing clients to purchase the services that meet their needs.

“It’s one of the best concepts and ways to deal with HR matters as it ultimately focuses on organisational development (OD).”

Rajesh Jain, CHRO, Welspun Enterprises

“It’s one of the best concepts and ways to deal with HR matters as it ultimately focuses on organisational development (OD),” explains Rajesh Jain, CHRO, Welspun Enterprises. He further adds, “We generally view the challenges in OD from the HR perspective, but this focuses more on the business perspective, giving specific solutions”.

For instance, when a garment-manufacturing company is facing issues in preparing the cloth and requires some specific people solution to increase output, these customised solutions would be ideal. They will help them overcome the challenges of business performance quickly and correctly.

“Productised HR helps HR professionals to more efficiently manage and schedule their workload. This offers them a chance to better allocate their time and resources to actually listen to their people more.”

Mukul Harish Chopra, CHRO, ConveGenius

With productised HR services, the HR will be able to focus more on the business requirements, becoming more proactive and strategic. “It’s important to understand the needs of the business as these will ultimately help fulfil the people requirements,” opines Jain.

“Productised HR helps HR professionals to more efficiently manage and schedule their workload. This offers them a chance to better allocate their time and resources to actually listen to their people more,” enunciates Mukul Harish Chopra, CHRO, ConveGenius.

By offering pre-packaged HR services, HR professionals can streamline their work and spend less time on administrative tasks, allowing them to focus on more high-impact activities.

“It will improve the overall experience of employees and business managers, as this will have a more customised approach,” adds Jain. It will allow for better tracking and measurement of the effectiveness of HR programmes and initiatives. This can help HR professionals to continuously improve and refine their offerings.

Clearly, productised HR services allow HR professionals to more easily serve the needs of their internal clients by providing a clear menu of options.

With every employee being a part of any new system adopted by the company, there is more engagement. “It won’t be just the HR doing everything or imposing activities on the workforce, but more of a co-creative exercise.” For instance, when an organisation rolls out a performance management system (PMS), it generally takes a long time to get it filled by the employees. More follow-ups are required as employees are not very interested in filling it up. They see it as an imposition, something that the HR department has made compulsory. When the same exercise is productised, the new performance-management solution will tailor-made to their requirements as it would be co-created basis their reviews and feedback. This will not only increase the engagement level but also the efficiency of teams, eliminating unnecessary follow-ups and activities that businesses do not really value much.

Challenges in productisation

Jain rightly observes, “While it’s a wonderful thing to have all HR matters handled,  the implementation part of it is not a piece of cake”.

Jain goes on to explain that implementation of productised HR services would be an extremely difficult task as the existing HR practices and processes have a much higher inertia, especially in bigger organisations. Additionally, for the purpose of implementation, we’d be occupied with many tasks at hand, gathering customer experience and re-designing the processes based on the reviews. It would be far from easy to beat that inertia.

For instance, for big conglomerates, such as TATA, it would be a complex task to productise any of their verticals. The existing system would have to be scrapped completely before the new system can be implemented. All this will have to be done based on the experiences of the employees as well as clients, which is understandably a mammoth task.

Chopra agrees, saying, “It also depends on the extent to which an organisation requires this technology. It’s not just about introducing it, but also about understanding why it is needed.”

Additionally, it’s important to check whether all employees and clients are tech-savvy. Chopra shares his own experience at a warehousing company, with multiple clients. While some were familiar with tech, others were not. The company decided to introduce SAP as many other companies had benefitted from implementing the technology. Since the maximum queries they received were about leaves and provision of pay slips, the company introduced a button that instructed users to press it to get their pay slip. With time, more buttons were added for other services, including obtaining Form-16.

“Overall HR productisation must be implemented in pockets or small units,” suggests Jain. Companies can roll this out in their newly-introduced verticals. Startups can embrace this technology rather than pulling on with the same old HR practices. For instance, it is possible for any startup or small firm to produtise their talent-acquisition activities, including a pre-designed onboarding checklist, training materials, and resources to help new employees acclimate to the company culture.

For implementing such a unique system, companies will need more business managerial skills rather than HR skills. “HR skills are available in the market as consultants also, but we need more ‘solutioning skills’ here, of which there is unfortunately a dearth in the HR pool”, adds Jain.

As talent acquisition is the function closest to the business function of HR, this tech can be started with it. Unlike business management, business partners are already there in talent acquisition. “Talent acquisition is already productised and we can refine it more with this tech,” opines Jain. He also adds that in big companies, it can be implemented in one subunit, such as learning and development or performance management.

“Anything implemented just for display, is not the right way to go about it. It’s important to understand the needs of your people and then look at ways to fulfil them,” opines Chopra. Since an organisation is a collection of people, it’s important to understand that ecosystem well. Productising HR services is not a requirement for every organisation, and it may not be the best fit for every situation either. Some organisations may have unique HR needs that cannot be addressed through pre-packaged offerings. In such cases, a more personalised approach may be more appropriate.

Ultimately, whether or not to productise HR services is a decision that should be based on the specific needs and challenges of the organisation and its employees. HR professionals should carefully weigh the pros and cons of the approach against the needs of the organisation before deciding to productise HR services.

The post Productising HR: Why & how to do it appeared first on HR Katha.

Intres has been at Forbes for almost three years, starting off as its senior vice president, Human Resources in early 2020.

She has worked in numerous HR leadership roles across many organizations over her 25-year career. Starting off as a human resources associate at Worth Magazine, she climbed up the ranks and moved to Time Inc., where she spent 8 years as the vice president HR.

She has since worked at Digitas, where she spent four years as its Senior Vice President, Talent.

She completed her MS in Organizational Psychology at Teachers College at Columbia University in 1997.

A Forbes article cites her experience in media and advertising as the key reasons behind her promotion, stating that it will help her propel Forbes’ people-first culture.

As Forbes’ SVP, she rolled out better health benefits, a new compensation structure, a hybrid work model, flexible time off, and other HR-related developments to improve the employee experience at Forbes

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The contract manufacturing pharmaceutical company welcomes Srivastava with a LinkedIn post saying, “We are delighted to have you among us. On behalf of all the members and the management, we would like to extend our warmest welcome and good wishes! Arvind Srivastava.”

Prior to joining Akums Drugs, Srivastava was associated with Bansal Group of Companies as CHRO & group head HR for two years.

In the initial years of his career, Srivastava was associated with DCM Chemicals as head-HR & admin for three years.

His longest stint was with Usha International where he joined as the general manager-corporate HR in August 2011. He served the role successfully for more than four years and was then elevated to senior general manager-HR in April 2016. 

After successful 8 years with Usha International, Srivastava moved to Rockman Industries in May 2019. He joined as CHRO and served the role for two years.

Srivastava is well-known for  spearheading  HR process re-engineering and proposing innovative HR solutions in manufacturing plants as well as in corporate offices. He has experience across many industries including, power & steel, automobile, leather, garments, chemicals and appliances.

He is adept in managing industrial relations including employee relations, union relations, grievance handling, labour management, legal & statutory compliance and discipline management.

An alumnus of the University of Allahabad, Srivastav holds a post graduate degree in Human Resources Management.  He also holds. a bachelor’s  degree in law – LLB, from Lucknow University.

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Philip has been a part of Schneider Electric for the last seven years. At Schneider, he is well known for spearheading critical projects such as the merger and acquisition of the L&T Electrical Automation business with Schneider Electric.

Prior to this elevation, Philip was VP – HR, Secure Power which is the home and business network and IT data centre business of Schneider Electric.

Having completed his postgraduation in human resources (MA PM &IR), Philip has managed to gain over 30 years of experience in diverse domains including IT & digital technologies, commercial operations, telecom and technology services.

In his long career, Philip has essayed senior HR leadership roles in Microsoft Corporation, Aditya Birla Group (Idea Cellular) and Harrisons Malayalam Plantations.

His longest stint was with the Aditya Birla Group (Idea Cellular), where he served as the head of corporate HR. He was responsible for managing the entire gamut of human resources and creating a strong framework for the growth of the company across Pan Asia.

After eleven years with the Aditya Birla Group, he moved to Microsoft Corporation as the director of HR- for eight years.

In the early stages of his career, he also served as manager – HRD  at RPG Enterprises (Harrisons Malayalam Plantations), and was an integral part of the corporate HQ HR team. He was responsible for the entire talent acquisition process and helped in setting up the company’s biotech division and projects in Sri Lanka and Vietnam.

During his HR journey, he has had ample opportunity to lend strategic and leadership support and counsel to organisations in the areas of workforce planning, recruitment, training and development and performance management.

The post Schneider Electric elevates Binu Philip as CHRO for Greater India Zone appeared first on HR Katha.

Humility, empathy and curiosity, self-awareness, adaptability, and being collaborative are some common characters of an inclusive leaders.

But what makes some inclusive leaders stand out and be more successful than the remaining.

The first thing that  an inclusive leader needs is very high level of commitment.

“High level of commitment, immense courage and a positive attitude towards inclusion are essential. Those who are genuinely committed to diversity, possess the courage to speak up without hurting others, are able to challenge the status quo and keep looking at ways to improve, make great leaders.”

Jaikrishna B, CHRO, Amara Raja Group

“High level of commitment, immense courage and a positive attitude towards inclusion are essential. Those who are genuinely committed to diversity, possess the courage to speak up without hurting others, are able to challenge the status quo and keep looking at ways to improve, make great leaders,” says Jaikrishna B, CHRO, Amara Raja Group.

Next inclusive leaders should be open to criticism and be willing to accept their mistakes. “They should also be able to rectify their mistakes instead of being on the defensive,” adds Jaikrishna.

Inclusive leaders help create an environment or space that allows others to speak, share and collaborate to be able to go that extra mile.

Amit Das, CHRO, Bennett Coleman & Co. (BCCL), opines, “Leaders have the privilege to recognise voices, spot the great talent and get rid of the weak links. They can create guarded forums that serve as incubation centres that encourage ideation and experimentation.”

“An inclusive leader will always have the intent and ability to amplify stories ‘of and by the people’ of his/her team,” Das shares.

“Not all employees can create success stories all the time, but each story is vital at each stage of an individual’s career. This is something that inclusive leaders understand,” he adds.

“An inclusive leader will always have the intent and ability to amplify stories ‘of and by the people’ of his/her team.”

Amit Das, CHRO, Bennett Coleman & Co. (BCCL)

Das of BCCL also believes the ability to spot winning ideas and facilitate innovation is another important traits of a successful inclusive leader.

The success of an inclusive leader will also depend on their political savviness and their professional diplomacy skills.

“They should be able to relate to people at all levels, internally and externally,” opines Jaikrishna. They should possess the ability to respect not just those above them, but those around them. In other words, 360-degree management, involving all stakeholders is a must-have trait.

Some inclusive leaders are also able to accept and embrace divergent views and mind sets.

“They never let their teams feel exclusive in any way,” says Mahipal Nair, VP and head of HR, Trellix.

“By allowing for healthy conflict to build a shared ,or in some cases, common understanding, inclusive leaders constantly practice equity, fairness and openness, in addition to immense patience and perseverance.”

Mahipal Nair, VP and head of HR, Trellix

He cites the example of one of his favourite teachers, who was also the Pro VC of the university. “His class was a master class in inclusive approach,” he recalls fondly. “No matter how divergent or how difficult the views expressed by students, he would listen to each one carefully, and even rephrase what they said, if required , for others to understand better,” adds Nair.  “He ensured that all the students in the class were brought to the same level of understanding.  His patience, compassion and care, irrespective of the background of students made him different,” explains Nair.

In their eagerness to include everyone in the organisation, such leaders always encourage a healthy debate and dialogue.  As Nair puts it, “Allowing for healthy conflict to build a shared ,or in some cases, common understanding, they constantly practice equity, fairness and openness, in addition to immense patience and perseverance.”

While some may believe that one trait may be more important than the others when it comes to inclusive leaders, Jaikrishna B says, “Every inclusive leader (MM Murugappan, R Kannan, Joseph Mani, Jayadev Galla and a family friend Sellvi Sugumaran) I have met, has almost all the traits discussed here, or most of them. It is just that the strength of the trait varies from one leader to another.”

With so many traits to consider, it may be difficult to identify such leaders quickly. However, over time, these qualities rise above everything else and get highlighted, making it easy to spot such leaders.

The post Why some inclusive leaders are more successful appeared first on HR Katha.

Counter offers may help resolve an immediate problem; however, how healthy this practice is in the long run is questionable.

“When a talented employee leaves the organisation, after having stayed put in the company for a considerable amount of time, it is often better to let them go,” says Rajeev Singh, CHRO, Solara Active Pharma.

The counter offer may sometimes bring a number of downstream consequences that employers are not likely to have considered if the employee accepts it. Hence, it sometimes does more bad than good!

First, it’s important to address whether the counter offer resolves the core issue or not.

“It’s not just about making a counter offer, but making that person understand how the company can give comfort to him/her,” says Praveen Purohit, Deputy CHRO, Vedanta.

There are three main aspects of a job that any employee considers before moving, i.e. growth prospect, raise, and personal satisfaction. Hence it’s significant for the company to understand the reason behind the resignation and then analyse whether the offer is good enough to keep them thriving as well as happy in the team.

“It’s not just about making a counter offer, but making that person understand how the company can give comfort to him/her.”

Praveen Purohit, Deputy CHRO, Vedanta

“A counter offer should be a win-win situation for both the employee and for the company and it should make sense for both,” says Singh.

He further says, “A company can have retention policies and they may offer their employees a certain percentage of raise in a specified time period.”

According to Purohit , “Retention should not be just money or role based, but it should be mutual. Leaders should have an open conversation with their team members and try to understand their needs and wants by understanding why the person is resigning. A leader’s job is to get to the root cause of the resignation.”

It is also true that counter offers are not sustainable in the long run and hinder the positivity of the ecosystem.

“Companies often forget that countering something is a very short-term prospect and it might come back to them again. For instance, an employee who was retained after giving him/her a compensation raise, might come back again in six months asking for something more. This not only impacts the ecosystem at large but also neglects a conducive and healthy work environment,” explains Purohit.

Only materialistic aspect, which is never permanent, is highlighted in such cases and the actual care and support needed takes a backseat.

As per a study by HBR, 50 per cent of the employees who accept a counter offer are very soon back in the marketplace looking for new jobs. Hence, within a short period of time, the companies too are back to square one looking for talent again.

“Making a counter offer should be a well thought through decision and not just a last moment resolution to anything.”

Rajeev Singh, CHRO, Solara Active Pharma

Promoting someone just to retain the employee at times reflects on one’s leadership capabilities as the leader has to be sure that the employee is set up for success.

For instance, before offering promotion to someone, one may want to evaluate their performance first. Also, it’s vital to see if the new role matches their capabilities and ,if required, a proper training and support is arranged for them to ensure success.

Therefore if the person, for any reason, fails to fulfil his/her responsibilities, it also reflects negatively on the leader and his/her abilities to assess talent.

“Making a counter offer should be a well thought through decision and not just a last moment resolution to anything,” says Singh. He further adds that counter offers are not something that justifies a sudden promotion or raise. This might result in the employees feeling that they are getting a raise as a favour from the company. Hence their performance should serve as promotion criteria and not the resignation.

Making a counter offer to one employee may also affect the morale of the existing team. When the resignation is made public, and others come to know that a colleague unexpectedly receives a promotion or a new role when they weren’t due for one, it can negatively impact the team morale.

“Talent retention is an integral part of a company’s people strategy. Given the dynamic nature of the talent market, a company needs to use both proactive and reactive approaches to retain talent.”

Richard Lobo, EVP and Head HR, Infosys

It becomes a reason for gossip among team members and may serve as the key start for more resignations that the company may expect.

Singh states, “It’s a chain effect.”

Richard Lobo, EVP and Head HR, Infosys has a different perspective on this. “Talent retention is an integral part of a company’s people strategy. Given the dynamic nature of the talent market, a company needs to use both proactive and reactive approaches to retain talent.”

“The ideal way to do this is by using analytic tools to map your talent and then come up with a data driven approach. As long as the retention offer is based on fundamentals such as client value added, market compensation, individual performance, skills, and so on, it will not cause a disruption within teams and will be seen as a fair approach,” he suggests.

However, as part of the approach, it’s also important to cover others who fit into your retention criteria and not only those who have resigned, he concludes.

Counteroffers may seem like they’re the perfect resolution to tackle an uncertain resignation, however they end up being just short-term healing band-aids.

The post Counter offers to retain people are like band-aids appeared first on HR Katha.

Arora comes with rich experience from a decade of providing HR leadership in diverse, fast-paced, and multicultural environments across technology, e-commerce, and retail industries, among others. She joined Texas Instruments as a management trainee and was later promoted to HR manager. After 4 years she joined Flipkart as an HR manager and stayed there for 1 year and 9 months. In 2016, Arora joined SAP where she started as a senior HRBP consultant, moving up to the position of director of HR in the same company in 2018.

Arora spent nearly three years as Myntra’s vice president of human resources before joining Simpl.

She has a master’s in business economics, human resource management, and labour relations from the Tata Institute of Social Sciences (TISS), Mumbai.

“We are an agile team currently embarking on a very crucial and transformative growth trajectory as a brand, and Sneha’s appointment is a strategic decision. At Simpl, we need thought leaders who will lead us closer to our ambitious vision with their capability, expertise, and passion. Sneha’s rich and extensive experience across industries, at different stages and scales of organizations, and passion for people and culture will help build Simpl’s future.” Nitya Sharma, CEO and Co-Founder of Simpl, commented.

“The potential to build the foundation of people and culture for an organisation on a growth trajectory is very exciting, and that drew me to join Simpl. There is an opportunity to do transformative work that will shape the fundamentals of the organisation as well as the industry,” added Arora.

Arora’s work has been widely acknowledged by various industry forums.  She was recognized as an Emerging HR leader in 2017 by People Matters, a Rising star in HR in 2018 by CII, and received Women HR Leadership Award in 2020 by ObserveNow.

The post Sneha Arora appointed as CHRO of Simpl appeared first on HR Katha.

“We get a new and fresh perspective on work as the new generation steps forward into the corporate culture, and GenZ is one undeniable force in shifting the same,” states Uma Rao, CHRO, Granules India.

With a different approach and perspective for every problem, they bring in some freshness.

They force companies to pursue work-life balance

They demand flexibility as they have been used to working in a hybrid model for quite some time now. For them it’s not just their jobs but is the pursuance of a life beyond where they engage in their hobbies and other ambitions. For this they look for an environment that is not controlling but facilitating.

Chandrasekhar Mukherjee, senior president- HR, Bhilosa Group says, “They need the perfect work-life balance, not just to pursue their ambition, but in a constant zeal to upgrade themselves.”

The new generation has pushed organisations to be more flexible in the work timings, and it’s no longer just 9am – 5pm.

“They need the perfect work-life balance, not just to pursue their ambition, but in a constant zeal to upgrade themselves.”

Chandrasekhar Mukherjee, senior president- HR, Bhilosa Group

Not just pay checks anymore

They are not  interested in just  pay-checks. They need something extra. They look for more benefits specifically non-traditional ones. This is why we already see a change – as companies have started becoming more and more innovative with leaves and benefits. It’s no longer just medical benefits and some sick and casual leaves.

They give more impetus to their pride and values  rather than just a monthly paycheck. “Given a choice between a healthy culture that matches with their values and ethos versus a high paycheck, they are likely to choose the former,” shares Rao.

Socially Active Organisations

Gen Z has demonstrated greater empathy to societal challenges. They expect their respective organisations to be more socially responsible and have a cultural ethos that addresses these issues upfront. “They also expect the leadership to be more responsive and accountable,” says Mukherjee.

This means that companies have to clearly state its socially responsible practices and not just a traditional job description in order to attract this new segment of talent.

“They are more confident and are aware of their capabilities. Besides they are always in a learning mode.” 

Uma Rao, CHRO, Granules India

New team structures

One thing is for sure that this generation doesn’t believe in hierarchy unlike their predecessors. On top of it they are fearless, want to be heard and they practice open conversations without minding the traditional hierarchy. They want a balanced approach in both individualism and teamwork.

This is why companies need to give them their individual space and freedom and at the same time encourage team bonding with social activities.

More experimentation

Thiru A. Former president- group HR, Cadila Pharmaceuticals, opines, “Organisations are required to give them space for experimenting as it’s not about changing them but shaping them for the future.”

GenZs are not just more creative and innovative in their approach, they are also more experimental. They also want their organisations  to follow the same. They push companies to be more experimental and get rid of rigid practices.

“GenZs can surprise you with their research and analytical skills while also being passionate about their career paths. They thrive off an organisation that encourages them to excel in their areas of interest,” says Mukherjee.

“They are a confident lot and are aware of their capabilities. Besides they are always in a learning mode,” opines Rao

However companies need to work on this front. The fact is most companies are still not prepared to manage their level of diversity.

For instance, businesses need to accommodate or make space for neurodiversity, health-based diversity or cultural or lifestyle oriented diversity. 

“Organisations are required to give them space for experimenting as it’s not about changing them but shaping them for the future”

Thiru A, former president – group HR, Cadila Pharmaceuticals

New Recruitment Practices

The new generation is also pushing companies to abandon age-old hiring or recruiting practices and adopt new ones. In order to hunt required  GenZ talent, even LinkedIn is considered to be  old school. Rather they can be found and tapped on other new age and unconventional social platforms. While their choice of platforms keep changing very fast, they aren’t great believers of pre-hire assessments. Rather they want a face to face discussion with utmost clarity. 

Remember, they don’t shy away from asking questions of any kind and don’t undermine their power of bargaining.

So the big question is, will they be able to change the culture?

Thiru comments, “A company culture is deep rooted that can’t be uprooted so easily. However, some change in fertiliser and methods of watering may enable the tree to get  sunlight.”

“Change happens only when the organisation is willing to change,” says Rao.

“Loss in motivation at the workplace, quality drop in projects and assignments, people not committed to their work are some of the early signs to notice that a change is now required,” she adds.

However one aspect that organisations may not like in this new change is lack of loyalty.  

“GenZs believe in what’s in it for me approach, and there are possibilities that this causes a dent in the loyalty,” concludes Mukherjee.

The post How GenZs are influencing  workplace culture appeared first on HR Katha.

There are many online platforms today where people can seek jobs, says Tanasvi Mishra, former CHRO, Strides Pharma and VP & head of human resources at Endo International. It is easy for job seekers to set up an account and try to find a relevant job. Sometimes, they may find the perfect opportunity in the blink of an eye. Unable to return to the industries they were working in, layoffs sometimes force people to make a career change. However, a ‘career change’ is not as unusual or intimidating as it sounds. In fact, all it takes is an organised approach to make a career change easy and successful. 

Let’s take it a step at a time.

Identify area/industry of interest: “It’s always wise to identify one’s preferred industries,” advises Jasmeet Bhatia, CHRO, Thermax. He goes on to suggest, “Rather than going for any industry blindly, take some time to look for the ones you are interested in. This will give your hunt a direction and purpose, streamlining your search approach with your future goals”.

Rajesh Jain, CHRO, Welspun Enterprises, also agrees. “It’s important for people to identify roles and industries where they can fit in,” he says. As they already have some skills from the previous organisation, it’s best to look for industries or roles with similar requirements.

“it’s important to be a generalist in an organisation if you’ve plans to work long there”

Rajesh Jain, CHRO, Welspun Enterprises

Pitch smartly: Know how to pitch your skills in the new setup you’re planning to work in. “It’s important to orient your CV highlighting the right set of skills, as this will serve as the ground to sell them to the employer and the HR,” points out Jain. 

Your CV or resume is the first thing that employers will notice. After all, it is from the CVs that employers gauge whether the candidate has the kind of experience or relevant skills they are looking for. Unless the employer invests time on your CV, you may remain deprived of precious exposure to new opportunities. And unless your CV is able to attract and hold your employer’s attention, its very purpose is defeated. Hence, it’s significant to add skills and qualities that you want people to know you possess.

Demonstrate/add value: Demonstrate how you’d be able to add value in the new setup. Generally, companies would only consider non-industry candidates when they’re looking to bring diversity into their teams. This diversity can be in terms of thoughts, perspectives and vision. You must be able to demonstrate and add value propositions in the new set up, adds Jain. 

You must be capable enough to link your previous experience to the requirements of the new place. “I’ve essayed various roles in my professional life, and each time I switched jobs, I made sure to demonstrate my previous learnings and present them at the new table,” explains Jain. 

Bhatia also agrees and says in a matter-of-fact way, “Merely obtaining a certification does not make you competent for the new role. You have to possess some experience to demonstrate it.” Therefore, it’s important to be aware how a day in the new role is going to be. Also, it is pertinent to mention how you’ve used a particular skill successfully on your previous jobs. 

“It’s always wise to identify one’s preferred industries”

Jasmeet Bhatia, CHRO, Thermax 

Be flexible: Rajesh Jain shares an interesting perspective. He says that it’s important to be a generalist in an organisation if you’ve plans to work long there. “People must be fungible and flexible at the same time,” Jain opines. Their previous learnings can surely bring something great to the new roles that not even a specialised person can bring.

For instance, a business partner may have limited knowledge of talent acquisition, but his/her BP role may help in looking at some different perspectives when the company is on-boarding a new employee. Such new perspectives or exposure cannot be expected from a specialised talent acquisition partner as their knowledge is limited to only that field.

Network: “Networking at senior levels also helps get you the right job,” says Mishra. When you have good connections, you can actually expect people to pitch for you in the new place as well. 

There are two parts to the story. The organisations that lay off their employees, also have some responsibilities towards them, says Mishra. “Since we all are a family, it’s our responsibility to help them with the best of our abilities,” she adds. She also feels that the company should give them (laid off employees) outplacements.

“Networking at senior levels also helps get you the right job”

Tanaya Mishra, former CHRO, Strides Pharma and VP & head of human resources, Endo International

The company can organise skill training for their laid off employees. This will help them shaping their future goals or give them outplacements. They could also hire head-hunters and consultants to help the laid off employees get another job faster. “It’s not just about the compensatory benefits, but helping them with the journey,” says  Bhatia. As the corporate world is ever changing, people should always have a plan B. They should know how to sustain themselves if such a time comes and the organisation  has a major role in it.

On the other hand, as Jain observes, we are all on our own, and hence should always work to upgrade ourselves as we evolve with each role that we perform.

In today’s economy, job loss has become quite routine. Be it layoffs, technological disruptions, mergers, or reorganisations, people are facing harsh realities daily. However, as professionals, you must be prepared to bounce back and remain strong. Of course, this cannot happen overnight, but with patience and commitment, you can ultimately end up in a better place.

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Generally, “Employers very much embrace boomerang talent,” says Biswarup Goswami, CHRO, Gujarat Chemicals. They tend to welcome back employees who have been part of the achievers’ list in the organisation. After all, quality talent is rather scarce, and it takes a lot of time to build a new pool. Therefore, it is great to have the star performers back.

From the employees’ perspective, however, a decision to return may put them in a dilemma, drowning them in a sea of doubts and uncertainty. Why?

“With the old employees there’s always a history, a familiarity and a sense of belonging. Therefore, it’s always great to have them back.”

Thabitha David, CHRO, Sterling Holiday and Resorts

It all depends on what drove them to move on in the first place and how well they were treated or how well they performed in the new assignment. The reasons may vary.

Better opportunities: People move from one place to another seeking better opportunities or better exposure. They may be looking to get a raise, or more growth opportunities and or opportunities for personality development. They may even move on in search of a different organisational culture, or simply to break the monotony.

The new workplace remains an unknown space for the employees who decide to move on. They just take the leap into the unknown in the hope that the new organisation will align with their goals; that it would be a good fit for them. While some are lucky, others may not be so. They may realise that the new workplace is not what they expected it to be. They may find themselves to be total misfits in the new work environment. Such employees may consider moving back to their previous organisation if they know that they would be welcomed back.

“In some companies, there are policies that may limit these boomerang employees to a lower position, while other companies may take them back in the same position that they held previously. If the company rewards loyalty, someone new may get a senior position. This may create dissatisfaction and may not align with the future career goals of the boomerang employees.”

Biswarup Goswami, CHRO, Gujarat Chemicals

Compatibility: Some employees decide to leave an organisation because they are unable to get along with their colleagues or managers. After all, there are people with diverse mindsets and thought processes in a team, and it may not be possible for everyone to be cooperative and collaborative.

For instance, an employee may have had a difference of opinion with a manager because of which he or she may have decided to quit. If that problematic manager quits, the employee may be willing to return. “Since one is already familiar with the culture of the company, one’d be able to socialise well,” points out Ravi Mishra, Sr. VP-HR, advanced materials business, Aditya Birla Group.

Competency: Mishra also observes that it sometimes becomes challenging for new hires to adjust to new industries or develop competency in senior roles in a new organisation, and that too with a new team. However, with their old team and with familiar people around them, they may perform better and shoulder the same responsibilities more confidently. They may even end up serving as a catalyst in infusing the spirit of cooperation and collaboration across the whole team.

Familiarity: Thabitha David, CHRO, Sterling Holiday and Resorts says, “With the old employees there’s always a history, a familiarity and a sense of belonging. Therefore, it’s always great to have them back.”

“Big conglomerates such as the Aditya Birla Group are driven more by organisational ethos than culture, and as long as that ethos is preserved, the employees can adjust.”

Ravi Mishra, Sr. VP-HR, advanced materials business, Aditya Birla Group

According to her, returning employees bring in more stability and ensure more productivity, not only for themselves, but for the organisation as well. These boomerang employees already have a pre-acceptance mindset. They know what they’re doing, and hence, they feel confident that they can do even better this time.

Do boomerang employees have their disadvantages?

Of course, there are certain drawbacks too. “Familiarity sometimes breeds laziness,” cautions David. When the controls are low, people tend to become lazy.

Laziness: Having already worked with the organisation before, such boomerang employees are aware of the procedures and processes and hence this sometimes might bring a lazy eye into the organisation.

Attitude: Boomerang employees sure have a legacy and their own perspectives. They are used to doing things a certain way. They also come with an ‘I know it all’ attitude. This can sometimes prevent them from learning from their peers.

Career goals: Goswami points outs that in some companies, there are policies that may limit these boomerang employees to a lower position, while other companies may take them back in the same position that they held previously. If the company rewards loyalty, someone new may get a senior position. This may create dissatisfaction and may not align with the future career goals of the boomerang employees.

Changes: Also, if employees are returning to their former workplace after a long period of time, they may find the organisation changed or transformed beyond recognition. “The greater the gap between leaving and returning, the stronger would be the evolution,” says David. She shares, “The company I used to work in is today a whole new place— very different from what I used to know before. And it is not just the culture that has evolved, but even the performance and talent management, the pay and raises and the succession.

However, both Mishra and Goswami are of the opinion that being part of the talent pool, employees can and should be able to survive anything. By going back to their previous organisation, they’re giving their consent to the cultural diversity as well as the other changes that have taken place there over the years.

Mishra of Aditya Birla shares, “Big conglomerates such as the Aditya Birla Group are driven more by organisational ethos than culture, and as long as that ethos is preserved, the employees can adjust.”

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Interestingly, it changed the very definition of a ‘remote worker’.

For instance, in a manufacturing setup, there were always ‘remote’ workers, who are so called because they work in ‘remote’ locations. Maintenance engineers in a factory located in a remote region were referred to as ‘remote’ workers as it was very difficult for the managers to contact them because of poor connectivity. It was a challenge to get in touch with these workers in ‘remote’ locations frequently.

Emmanuel David, MD, Grid International, recalls his experience working in an oil and gas firm. The engineers there worked in remote locations and were called remote workers in the pre-pandemic era.

Now, in the post-pandemic era, remote workers are not necessarily working in ‘remote’ or inaccessible areas. They are simple working from their homes or locations other than their regular office/workplace.

“Earlier, remote working was a very unique situation”

Emmanuel David, MD, Grid International

Before the pandemic, remote working was not an option available to any employee. The requirements of the role or job compelled people to work from remote locations.

However, the pandemic forced most employees to work from home, making it clear to business leaders that work could also be done from home with very little impact on productivity.

“Earlier, remote working was a very unique situation,” shares David. Now, however, every other employee has the option to work remotely, that is, away from the office.

In the pre-pandemic era, remote working was not preferred as no-one wanted to work in a ‘remote’ location. Now, with the whole concept taking on a new meaning, remote working has come to be a symbol of flexibility at work. It is a benefit that employees are seeking from their employers.

On closer examination of the two concepts, what comes to light is that the challenges for an employer, with both types of remote workers were/are and will remain similar.

David agrees that with both kinds of ‘remote’ workers, the employers were unsure of the productivity of the employees, and their main concern was/ is the wellbeing of their employees.

Safety and wellbeing has always been one of the major concerns when it comes to employees working in ‘remote’ locations, that is, regions that are difficult to reach and lack connectivity and regular facilities.

In case of the ‘remote’ workers of today, who are either working from their homes or cities and towns of their choice, their mental well-being is a concern for their employers or organisations.

David shares that at Tata Steel, employees who worked in remote locations, such as the furnaces, were given smart watches, so that they could be checked on regularly and their safety at these remote locations ensured. “These remote location workers were as important as other employees and we had to care for them,” David asserts.

David goes on to point out that remote workers of the pre-pandemic era were not restricted to the manufacturing setup alone. Even in the IT services sector, there have always been IT-support teams working from clients’ locations. These employees have always been referred to as remote workers. The tower-maintenance engineers in the telecom sector are also known as remote workers.

According to Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, in a pre-pandemic era, remote working or remote workers, were not people working for X company out of Y location. In fact, he states, “There was nothing such as ‘remote working’ in the pre-pandemic era, it was just ‘work from home’”.

Mukherjee goes on to cite examples of tech firms that allowed people to work from home on some days, but did not permit them to leave the city. The reason, Mukherjee explains was that, “The managers had doubts about productivity”.

The very companies that boasted that remote working did not impact their productivity are the ones that are now calling back their employees to office.

“There was nothing such as ‘remote working’ in the pre-pandemic era, it was just ‘work from home’”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

“Remote working actually became a fad during the pandemic. So, every company wanted a talking point. Now, when it is not working for them, they are calling their employees back,” observes Mukherjee.

What changed the meaning of ‘remote workers’ in the post-pandemic era?

“Connectivity has increased. We can stay connected anywhere and at greater speed. Earlier, this was not the case,” points out David. Additionally, David mentions that now people have developed infrastructures to work remotely.

“The preferences of people have also made a shift. They desire flexibility,” asserts Mukherjee.

Now that remote working is seen as a major USP when it comes to drawing talent, employers are compelled to offer flexible options to attract and retain them.

The post How the definition of remote workers has changed appeared first on HR Katha.

This is because, earlier, only the knowledge-based industries considered their people to be their assets. Now, even other sectors are moving towards a knowledge-based economy. This has brought about a change in mindset, and of course, spends on people and HR.

In addition to salaries and wages, a typical HR budget now allocates funds for hiring, benefits, talent management, learning and development, training, succession planning, workforce engagement and employee-wellness planning.

It’s true that a lion’s share — almost 70-80 per cent — of the HR budget still goes into salaries and wages. However, there is a growing focus on other pockets — such as employee engagement, learning and development (L&D), as well as management of HR operations, which includes subscription to HR Management Systems (HRMS)— needless to say that spends are growing in these areas.

“Earlier business leaders such as the CFOs or the CEOs were less generous while allocating HR budget”

Suresh Bose, CHRO, Jindal Stainless

In fact, most of the HR heads that HRKatha spoke with for this story agreed that their budgets for L&D and employee engagement have gone up post the pandemic.

Even a Gartner study had predicted the same. As per the study, around two thirds of HR leaders planned to increase their budgets in 2022, which is almost twice the number in 2021.

So how is India Inc. planning its HR budget for this financial year? We are already in the second quarter of this fiscal year.

Usually, the HR Budget is derived on the basis of total revenue, operational cost or just cost per employee.

At a macro level, it can be stated that organisations, with a higher average HR cost, see HR as a strategic enabler that can improve workforce productivity levels, and thereby,
business performance.

“In a capital intensive industry, the cost is more on the side of the business than the people. In a people centric industry, such as IT and technology, the people cost is almost 60 per cent of the total cost of the company. In consultancy, the people cost is even higher and touches 75 per cent,” shares Jayant Kumar, joint president – HR, Adani Ports and SEZ.

“The budget for rewards & recognition and employee engagement has increased at Lendingkart”

Asit Kumar, CHRO, Lendingkart

At the micro level, however, HR budgets are dependent on several other factors such as the stage the company is in, its requirements, its business growth strategy for the year, and so on.

Ramesh Mitragotri, CHRO, Ultratech Cements, shares with HRKatha that for his company, the HR budget is the culmination of the blended approach of the business strategy and the HR agenda.

“We look at the activities of the previous year, and decide on the flow for the current year,” he reveals.

For instance, when the HRMS technology was introduced in the market, the spends increased in that area. Similarly, during and even post the pandemic, travel cost has come down whether for business or hiring. Psychometric tools have been introduced for interviewing. All these external factors influence the HR budgets for the year.

The FMCG company, Emami has a slightly different approach. “We look at the financial, people and functional scorecard before deciding on the amount. However, before finalising the budget, we go to the far end of the cost in terms of manpower planning, be it new hires or attrition. In the process, we indulge in detailed chats with all functional heads to understand their requirements.”

SG Analytics, a company, which offers global insights and market research services, has stopped following a straight- jacketed approach while budgeting for its HR. Earlier, the Company used to allocate individual budgets, per person. Now, it is as per requirements. The objective is to provide a better experience to all the employees, whether working from the office or remotely.

Poonawalla Fincorp follows a totally different model. It calculates the HR budget on the basis of the ratio of the operational cost. The Company follows a zero-based approach to allocate budgets rather than an incremental approach.

“We look at the activities of the previous year, and decide on the flow for the current year”

Ramesh Mitragotri, CHRO, Ultratech Cements

“Some companies refer to the previous year’s budget and increase one to two per cent in each area.

At Poonawalla Fincorp, every bucket area starts from zero. We allocate the budget for each area as per the business strategy and needs of the company,” explains Manish Chaudhari.

However it’s not always about the strategy. It’s also about power struggle. HR folk also need to fight it out to get their budgets increased.

“In companies where the HR head is not strong enough vis-à-vis others in the leadership team, the team may not get a sufficient budget for HR, as others will try to dictate terms,” shares a senior HR leader.

“Earlier, business leaders such as the CFOs or the CEOs were less generous while allocating HR budget,” concurs Suresh Bose, CHRO, Jindal Stainless.

“A general formula was followed. As a thumb rule, two to three per cent of the sales revenue was the HR budget,” he recalls. Not much thought was given to the HR strategy.

“In a capital intensive industry, the cost is more on the side of the business than the people. In a people centric industry, the people cost is almost 60 per cent of the total cost of the company. In consultancy, the people cost is even higher and touches 75 per cent”

Jayant Kumar, joint president – HR, Adani Ports and SEZ

However, now things have changed for the better. Companies are willing to do everything for their top performers that form about 20 per cent of the total workforce. They give them hefty increments and even double promotions.

“The importance of people in an organisation has increased the impetus to the HR budget,” shares Chaudhari.

Kumar of Adani Ports & SEZ, however, differs. “I don’t think the HR budget has gained more prominence now. Every function in an organisation is important and has a specific role. If one is building plans as part of the HR strategy wherein the intern gives returns, then the business will be happy to allocate more budget for the same,” he enunciates.

SO WHAT’S IN STORE FOR FY 2023?

MAHINDRA AUTO

The company has been focussing on EV technology, and that’s where the HR budget is being spent.

“The real increase in HR cost is because we have to acquire talent in niche areas, such as EV technology and embedded software in EV vehicles. In this segment, there is a limited talent pool and the number of players in the market is increasing day by day,” says Manish Sinha, CHRO, Mahindra & Mahindra, Automotive Business.

Not just Mahindra Auto, but the entire Mahindra Group is now scouting for a new learning management system. While the learning system and the budget are integrated within the Group, there has been an increase in L&D budget at the Group level.

“The real increase in HR cost at Mahindra Auto is because we need to acquire talent in niche areas”

Manish Sinha, CHRO, Mahindra & Mahindra, Automotive Business

At Mahindra Auto, the budget for employee engagement has also increased by 25 per cent. The Company has introduced new initiatives. “Since people have started coming back to the office after remote working, engagement is a necessity,” asserts Sinha.

ULTRATECH CEMENT

The HR budget has been increasing at the rate of five to six per cent year-on-year. The Company is now spending on the safety and wellness of employees.

In L&D, the budget has not increased, but the Company has altered its learning strategy, and newer learning tools and practices are being adopted.

Budget on employee engagement has gone up from what it was during the lockdown. The spend on engagement is at par with prepandemic levels, if not more. Budgeting for HR is based on activities – the largest section of the pie, post salary wages and insurance, goes to learning followed by employee engagement. Cost of hiring or recruitment processes comes in third.

ADANI PORTS & SEZ

The focus of this year’s budget is to get more out of less. Besides, there is increased emphasis on building team capabilities and developing talent in niche areas, such as cybersecurity and data protection.

“There has been an increase in the budget for insurance and medical benefits by 200 to 300 per cent in the last three years”

Kavita Singh, CHRO, United Breweries

The annual budget is calculated as the direct derivative of the business plans and as per ratios allocated for each stream. This year, the nonsalary part of the HR budget has increased manifold, as activities have increased.

Adani Ports’ annual HR budget is over Rs 400 crore.

Around 80 per cent of it goes into salaries, and 10 per cent in nonsalary expenses. Around 4 per cent is spent on employee wellness, 3 per cent on HR technology and the remaining 3 per cent on HR operations.

EMAMI

At Emami, the HR Budget is allocated based on the brands. Depending on the numbers the company wants to achieve for each brand, financial, people and functional scorecards are analysed. Opinion is sought from functional heads and manpower requirements are mapped for each function and brand.

The manpower budget, which includes salaries, wages, recruitment process cost and onboarding cost, is generally 10 per cent of the total net sales.

The other HR budget, which includes people engagement cost, learning and development and HR operations including all subscriptions to HRMS, is just 1 per cent of the net sales. The largest share of this budget goes into learning and development, followed by engagement.

The L&D budget has been doubled this fiscal. Upskilling of the workforce is high on the agenda.

“Even though salary continues to be the biggest component, attention is increasingly being given to skilling, communication, rewards and technology”

Rajorshi Ganguli, global head HR, Alkem Laboratories

UNITED BREWERIES

The HR Budget is based on job activities, projects, external orientation and training.

The larger part of the budget, in the range of 70-80 per cent, goes into employee cost, including fixed salaries, wages and other variables.

“There has been an increase in the budget for insurance and medical benefits by 200 to 300 per cent in the last three years,” says Kavita Singh ,CHRO, United Breweries.

JINDAL STAINLESS

The budget for the last three years and the current scenario are evaluated before formulating the HR Budget. Department wise KPIs and KRAs are aligned to decide on the manpower requirement, and an organisation chart is created for succession planning.

Only then the total cost is calculated and the budget is allocated for each stream, be it learning, engagement, hiring or any other.

The data collection from each function starts in December, and the HR budget is presented first in January. There is a second presentation in February, and the final presentation is done in March. In addition, there is a review done month on month to monitor whether everything is moving as per the plan. Based on these reviews, an incremental budget is also approved.

“Earlier, salary was a major part of the overall HR budget. Now, however, we are looking at giving a better employee experience across the employee life cycle and that can be done with new-age tools and technology in HR”

Kiran Bala, chief people officer, SG Analytics

In terms of priority, talent management comes first, followed by talent acquisition and employee engagement.

“Our HR budget was about 2.9 per cent to the ratio of our sales turnover three year back. Last year it was 2.6 per cent and now it is 1.8 per cent of the sales turnover. It has decreased since the sales volume has increased, which indicates increased productivity,” says Suresh Bose, CHRO, Jindal Stainless.

SG ANALYTICS

The focus of the HR budget is primarily on talent acquisition, skill development and building capabilities. The Company is working on digitisation of HR and learning processes. Simple HRMS and LMS platforms have become inadequate as more people are working remotely.

The Company plans to invest heavily on HR technology and tools, and integration of HR analytics with it.

“Earlier, salary was a major part of the overall HR budget. Now, however, we are looking at giving a better employee experience across the employee life cycle and that can be done with new-age tools and technology in HR,” says Kiran Bala, chief people officer, SG Analytics.

Employee engagement and L&D costs have also increased as compared to last year.

“Some companies refer to the previous year’s budget and increase one to two percent in each area. At Poonawala Fincorp, every bucket area starts from zero”

Manish Chaudhari, president & chief of staff, Poonawalla Fincorp

ALKEM LABORATORIES

There is no major change in HR budget. Salary cost takes away the lion’s share, as 70 per cent of its workforce comprises sales professionals. Even though salary continues to be the biggest component, attention is increasingly being given to skilling, communication, rewards and HR technology.

LENDINGKART

Adopting a holistic approach to budgeting for HR, the Company considers all the components such as recruitment, retention, learning, engagement and operations.

The rewards and recognition budget is kept separate from the employee engagement budget, and is calculated per employee. There has been an increase in spends in these two categories.

The firm has subscribed to a learning-management system and other HRMS tools and services such as legal compliance, background verification agencies as well as PF processing agencies.

Annual HR budget is around Rs 10-12 Cr.

“Before finalising the budget, we go to the last end of the cost in terms of manpower planning, be it new hires or attrition. In the process, we indulge in detailed chats with all functional heads to understand their requirements”

Tuhin Biswas,, CHRO, Emami

POONAWALLA FINCORP

The Company aims to invest around 12 per cent of its entire HR budget on learning and development, since it is going through a digital transformation process.

As per Chaudhari, this is the first full year for the Company, since the last two years have been disrupted by the COVID-19 pandemic. That is why, the L&D budget has been increased by 18 20 per cent, and the budget for employee engagement has been increased 1.5 times.

Employee engagement takes away 10-12 per cent of the total HR budget, as new employees have joined. There is a separate budget for employee wellness and for sustaining the culture of the organisation, which take away 9 per cent each.

Salary and manpower accounts for the biggest share, that is, 60 per cent of the pie.

(This story was first published in HRKatha magazine)

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