RNI NO. DELENG19762 | April - May 2023 | Rs. 300 PRIME Presenting a rare combination of youthful energy and wisdom that comes with leading teams in tough situations HR LEADERS BRIGADE
AWARD CATEGORIES Last Year’s Winners HR Strategy Excellence Best HR Strategy Best Emerging HR Strategy Best Place of Work Equal Opportunity Employer HR Execution Excellence Excellence in Compensation and Bene ts Excellence in Talent Acquisition Excellence in Diversity and Inclusion Excellence in Employee Experience Excellence in Learning and Development Excellence in HR Technology Excellence in Learning Technology Excellence in Performance Management Excellence in Employer Branding Excellence in Line of Business Strategy Excellence in Employee Engagement Strategy Excellence in Health & Safety Initiatives Excellence in Employee Welfare Initiative HR People Excellence CHRO of the Year Future HR Leader of the Year Woman Leader of the Year Best HR Team of the Year 8th 2023 #HRExcellenceAwards 2023 NOMINATIONS OPEN SCAN TO NOMINATE AWARD CATEGORIES For Nominations Ashish Kumar: [email protected]; +91 9717922747 Akash Pandey: [email protected]; +91 78989 08944 For Sponsorship Somyajit Sengupta: [email protected]; +91 9818247444 Sajjad Mohammad: [email protected]; +91 9911855935 C S Rajaraman: [email protected]; +91 9342262859 For Speakership Reeti Gupta: [email protected]; +91 9899610630 EVENT PARTNERS ASSOCIATE PARTNER WORK INTEGRATED LEARNING FOR LEADERSHIP
RNI NO. DELENG19762 | April - May 2023 | Rs. 300 PRIME MOST INFLUENTIAL WOMEN IN HR Leading mammoth teams and organisations of varying complexities, these women CHROs have demonstrated command over situation and deep insight and grit to steer their companies through good and bad times VIKRAM CHHACHHI Managing Partner, India, DHR Global, talks about the transformations that have happened in businesses and expectations from leadership INTERVIEW AMRITA PADDA ANURADHA RAZDAN ARCHANA BHASKAR DEEPTI GUPTA IRA GUPTA JANAKA NAIK KIRANMAI PENDYALA PAVITRA SINGH PRIYA RAMDEV RAJITA SINGH RAJKAMAL VEMPATI SHIPRA JAIN SUMEDHA PAL SWATI RUSTAGI VISHPALA REDDY LAKSHMI C MAMATA VEGUNTA SINGH MANU WADHWA NEENA ABRAHAM NUPUR SINGH MALLICK
EDITOR-IN-CHIEF’S NOTE 4 BW PEOPLE APRIL-MAY 2023 WWW.BWPEOPLE.COM The above adage best highlights the manpower problem – those with experience have the wisdom and hindsight to offer solutions, but might lack the energy to dive deep into dayto-day hustle – or at least that was the case in the past. The youth – typically Gen Zs and Millennials, are high on energy but for them to gain a holistic understanding will take some years of experience. But wouldn’t it be a better world if leadership can amalgamate both wisdom and youthful energy? Well, the BW People 40 Under 40 Awards are an endeavour in that direction. And we have been successful in identifying such HR leaders who come with a balance of those. Especially Covid, followed by ‘Next Normal’, has brought out the best in HR leadership. Young leaders have shown phenomenal grit, understanding of people issues and organisational goals and ability to solve tricky problems. In this issue, we bring to you our annual 40 Under 40 Awards, and interviews of the awardees. In this issue of BW People, we also bring to you the ‘Most Influential Women in HR’ and perspectives of women leadership. An external advisory committee comprising senior corporate and HR leadership identified 20 women HR leaders who have made a deep impact in their respective organisations. Also, in sync with the UN theme of ‘DigitALL: Innovation and technology for gender equality’, we also understood from them how they and the organisations they represent are providing the benefits of technology to women workforce. The responses we got from the women leadership were heartening – women are being recruited because they deserve it, and not as another box to be tick-marked in the DEI agenda. Like any other recruit, they get the skilling and upskilling opportunity if they show the potential and feel there is a skill gap to be filled. This issue is also rich with interviews of Vikram Chhachhi, Managing Partner, India, DHR Global; Yvette Cameron, Senior Vice President of Global HCM Product Strategy, Oracle; and Chitbhanu Nagri, Senior VP People Operations, Razorpay, among others. Happy Reading. ANNURAG BATRA [email protected] ‘IF AGE COULD. IF YOUTH KNEW’
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#IAmExceptional Celebrating Pillars of Successful Organisations NOMINATE NOW LAST DATE TO NOMINATE APRIL 30, 2023 DR. ANNURAG BATRA Chairman & Editor-in-Chief BW Businessworld & Founder, exchange4media AP PARIGI Co-Founder Radio Mirchi Times OOH Media ATUL SOBTI Director General, SCOPE Former CMD, BHEL DR. SANGEETA SHAH BHARDWAJ Acting Director Management Development Institute Gurgaon SK BOSE Director Administrative Staff College of India New Delhi Centre DR. PUNAM SAHGAL Former Dean & Professor IIM Lucknow TALEES RIZVI Director – BW People & BW CFO World BW Businessworld JURY MEMBERS For Nominations For Partnership & Speakership Akash Kumar Pandey [email protected] +91 7898908944 Reeti Gupta [email protected] +91 9899610630 Contact Scan to Nominate
CONTENTS VOLUME 01, ISSUE 11 APRIL - MAY 2023 40 UNDER 40 2022 MEET THE YOUNG HR PROFESSIONALS WHO HAVE THE ZEAL TO MAKE THE INDUSTRY, AND THE HR FUNCTION, FUTURE-READY 30 LAKSHMI C Lead – Human Resources, Accenture - India on how HR leaders can unlock growth by enabling gender equality NHRDN 2023 provided expert insights into the future of 16 EVENT organisations and workplaces 24 COLUMN
26 70 96 12 14 Covers design: Shivaji Sengupta TOTAL NO. OF PAGES: INCLUDING COVER 100 REGULARS INTERVIEWS JOTTINGS APPOINTMENTS WOMEN CHROs WITH GREAT COMMAND OVER COMPLEX SITUATIONS, AND DEEP INSIGHT AND GRIT TO STEER THEIR COMPANIES THROUGH GOOD AND BAD TIMES 72 CHITBHANU NAGRI Senior VP People Operations, Razorpay on cultural integration of employees following acquisitions26 YVETTE CAMERON Senior Vice President of Global HCM Product Strategy, Oracle,on the nuances of the changes observed in workplace and workplace management across India70 VIKRAM CHHACHHI Managing Partner, India, DHR Global, talks about the expectations from leadership in the wake of transformations that have happened in businesses96 68 90 94 MOST INFLUENTIAL WOMEN HR INSIGHTS A 30-year-old letter that sheds light on why organisations cut down on perks in crisis times, and how its cyclical CASE STUDY The people-centric initiatives of SUGAR Cosmetics aimed at creating a positive work atmosphere WORKPLACE POLICIES The rationale behind Pepperfry’s paid sabbatical to veteran employees94
JOTTINGS 12 BW PEOPLE APRIL-MAY 2023 WWW.BWPEOPLE.COM Apple is requesting changes to India’s labour laws as part of its effort to increase local production and regional governments are acceding to its request as they compete with China for iPhone assembly. According to people familiar with the situation, India’s southern Tamil Nadu state, where Apple’s top supplier Foxconn Technology Group runs the country’s biggest iPhone plant, is contemplating new rules that will make factory shifts more flexible. Two out of three women professionals felt empowered to return to work after a hiatus by upskilling themselves via professional learning programmes, as per the findings from the Emeritus India Impact Survey 2022. The survey found that learning programmes can help women significantly in overcoming this invisible barrier – with 82 per cent of the respondents witnessing a positive impact of the programmes within six months of having taken them and 93 per centre porting being more effective at work after taking up a professional course. Amazon CEO Andy Jassy said he was cutting 9,000 more jobs from the online retail giant’s workforce, following the 18,000 that were axed in January. The latest cuts come after the company announced earlier this year that it was eliminating some 18,000 positions as part of a major cost-cutting bid at the e-commerce giant. “Given the uncertain economy... and the uncertainty that exists in the near future, we have chosen to be more streamlined in our costs and headcount,” Jassy said in a memo to staff. Micro, small and medium enterpris - es (MSME) sector will soon become the largest employment provider in the country, said BB Swain, Secretary, Ministry of MSME at an event organised by ASSOCHAM. Swain said, “We are relentlessly working towards ensuring a conducive environment for MSMEs.” The ministry of MSME and SIDBI has been working together to launch a formalisation project to address the challenge of formalisation of informal micro-enterprises. About 13 lakh informal micro-enterprises have already been brought into the formal ambit through the project. The project also facilitates access to affordable credit and the benefits of priority sector lending, he said. 2 Out Of 3 Women Professionals To Return To Work After Hiatus: Emeritus Survey Apple Wants Changes In India’s Labour Laws To Diversify Its Factories Beyond China MSME Sector Will Soon Become Largest Employment Provider In India: BB Swain Amazon Plans To Lay Off 9,000 More Workers: CEO
JOTTINGS WWW.BWPEOPLE.COM BW PEOPLE APRIL-MAY 2023 13 New research conducted by LinkedIn, reveals a shift in workers’ attitudes towards going to the office. While they used to feel obliged to physically be in the office, 78 per cent of Indian professionals say they now do it by choice. Another trend being embraced in the office is that of desk-bombing. The LinkedIn research reveals that most workers like it when a co-worker shows up unannounced at their desk to have a chat. Sixty-two per cent of respondents in India see desk-bombing as a great way to have i m p r o m p t u conversations. Majority of GenZ workers in India (60 per cent) have experienced desk bombing and find it useful. Akasa Air plans to employ nearly 1,000 people, bringing the total staff strength to more than 3,000 by the end of March 2024, as the airline continues to grow its fleet and routes, according to the CEO, Vinay Dube The airline, which began operations a little more than seven months ago, also intends to begin foreign operations by the end of this year, with potential overseas destinations still being finalised. Accenture PLC has announced that it is going to cut 19,000 jobs to realign its operations in tandem with revised revenue projections over the next 18 months. With this development, the IT major becomes the latest company to opt for mass layoffs. Amazon, Microsoft, Google, and Facebook are some of the other big names in the tech industry that have taken tough decisions on this count. While the company has reportedly specified that the layoffs will happen for non-billable functions, 19000 is still a big number. The Delhi High Court recently made it clear that Air India Limited (AIL) employees living in the Air India colony in the capital’s Vasant Vihar are no longer entitled to the status of government employees. As per an order passed by Justice Mini Pushkarna, the said employees occupying the government accommodation no longer have the right to do so after the disinvestment of AIL in January 2022 and are accordingly ordered to vacate the properties by July 31. Hybrid Culture Instilling Back To Office Culture By Choice: LinkedIn Survey Akasa Air To Hire Roughly 1,000 People By March 2024: CEO Accenture To Cut 19,000 Jobs Over Next 18 Months Air India Employees Ordered To Vacate Govt Flats By July 31
APPOINTMENTS 14 BW PEOPLE APRIL-MAY 2023 WWW.BWPEOPLE.COM Rajan Gupta Is The New MD & CEO Of Orient Electric New Head HR And Admin At Piramal Enterprises Orient Electric Limited has announced the appointment of Rajan Gupta as its Managing Director and CEO (subject to regulatory approvals). Rajan joins the OEL Board as a full-time Director and will be based in New Delhi. Gupta will focus on building the organisation through organic and inorganic expansion, setting up cutting-edge manufacturing facilities and strengthening the brand. Piramal Enterprises, a leading healthcare company has appointed Manjul Tilak as their new Head of Human Resources and Administration. Tilak’s last stint was with Kotak Mahindra Bank as a Senior Executive Vice President - HR. Tilak comes with an extensive experience of over two decades, dealing in various facets of human resources. Axis Securities has announced the appointment of Pranav Haridasan as its new Managing Director & CEO for a tenure of three years. This move follows the internal succession plan of Axis Group, with the current MD & CEO, B Gopkumar, transitioning to Axis Asset Management Company as MD & CEO. Pranav is currently Managing Director and CoHead of Equities at Axis Capital. He comes with a rich experience of over 20 years in financial markets across different asset classes. Dentsu India has announced the promotion of Anita Kotwani to CEO Media, South Asia, Dentsu. She will lead all Dentsu’s Media businesses across South Asia including Carat, iProspect, dentsu X, Posterscope and media investment arm Amplifi. Most recently, Kotwani was CEO, Carat India, a position she has held since 2020. A passionate media expert with over two decades of experience in the industry, Kotwani has an extensive background in media management for consumer durables, financial services, FMCG, and MNC brands. Samir Srivastav is now set to start a new stint, as CEO of Looks Salon, India. In his new role, Srivastav will be seen leading the group business and driving the growth strategy, emphasising the emerging regions of West, East and South India and building the company’s global presence through focused approaches to scale it to greater heights. In addition, he will play a pivotal role in mentoring the Directors, Samay Dutta, Sabhya Dutta and Shivam Dutta. Axis Securities Appoints Pranav Haridasan As MD And CEO Looks Salon, India Onboards New CEO Anita Kotwani Promoted As CEO Media, South Asia, Dentsu
WWW.BWPEOPLE.COM BW PEOPLEE APRIL-MAY 2023 15 Srinivasa Rao Appointed As The Cluster Director Of HR At Hilton and Hilton Garden Inn Deepak Sharma Is New MD & CEO Of Schneider Electric Westlife Foodworld Elevates Saurabh Kalra As MD Hilton and Hilton Garden Inn, Bengaluru Embassy Manyata Business Park has announced the appointments of Srinivasa Rao as the Cluster Director of Human Resources and the elevation of Sivan Raj as the Cluster Chief Engineer. Srinivasa Rao, with his acknowledged success in human resources, will spearhead talent management for the cluster. Rao has a vast experience of over 22 years in the hospitality sector. He has previously worked with Accor where he was the Director of Human Resources at Ibis-Novotel Bengaluru Techpark and Director of Talent & Culture at Pullman & Novotel New Delhi Aerocity. Schneider Electric, a leader in the digital transformation of energy management and next-gen automation solutions, has announced the appointment of Deepak Sharma as Zone President – Greater India and MD & CEO, SEIPL effective May 1, 2023. He will take over from Anil Chaudhry. Sharma has 30 years of experience with about 24 years at Schneider Electric. In his previous role, he led the integration of L&T electrical and automation business with Schneider Electric. Westlife Foodworld Ltd. (formerly Westlife Development Ltd.) has announced the elevation of Saurabh Kalra as the Managing Director of its subsidiary. Prior to this, Kalra was the Chief Operating Officer of the organisation. In this new role, Kalra will focus on the overall business strategy and growth opportunities, driving the company’s long-term success while continuing to remain deeply involved in day-to-day operations. Over the years, he straddled roles across operations, training, real estate, strategy, and development functions, gradually and successfully transitioning from a restaurant-facing role to a CXO role. He was also an integral part of the team that established the McDonald’s brand in South India. YES Bank has announced the appointment of Archana Shiroor as the designate Chief Human Resources Officer. She will be succeeding Anurag Adlakha, who is set to superannuate in June 2023. Shiroor is a seasoned leader with over three decades of work experience in the Human Resources (HR) domain. Her vast experience in the banking and financial services industry and ability to drive the overall HR strategy, large-scale transformation, and nurture cultural goals, makes her a valuable addition to the Bank’s leadership team. Archana Shiroor Moves To YES Bank As CHRO
16 BW PEOPLE APRIL-MAY 2023 WWW.BWPEOPLE.COM › NHRDN 2023 provided expert insights into the future of organisations and discussed how some new trends and challenges will impact workplaces, as also HR practices EVENT DECODING THE FUTURE OF INDIAN HR
WWW.BWPEOPLE.COM BW PEOPLE APRIL-MAY 2023 17 By Team BW People The 25th edition of the National Human Resource Development Network Conference (NHRDN) that was held in Hyderabad recently was a truly engaging and insightful event that left a lasting impression on all who participated. With over 80 speakers, 10 authors, 12 panel discussions, and 25 mentoring sessions, the event offered a wealth of knowledge and insights into the latest trends and best practices in HR and people management. There were 1,500 live participations, and 600 people present on virtual platform, in this massive gathering of HR fraternity. BW People was the Business Media Partner of the event. The conference kicked off with the lighting of the lamp and welcoming of delegates by SV Nathan, National President of the NHRDN; Swati Rustagi, President of the Southern Chapter; Srinivas Vudumula, Conference Convener; and Vipul Singh, Hyderabad Chapter Chair, NHRDN. Singh explained how the conference was designed and built within just 60 days, demonstrating the remarkable effort and dedication that went into making the event a success. One of the key highlights of the event was the keynote address delivered by KT Rama Rao, Minister of Municipal Administration and Urban Development, Government of Telangana. In his speech, Ramarao focused on the Telangana government’s initiative towards creating a 5T economy, citing examples of China and Japan and how they invested in their people to become the world’s biggest economies. He emphasised that the biggest challenge for a leader is people management and that the true wealth of a nation is a collection of its natural and human resources and how they are utilised to ensure long-term Succession planning was highlighted as a key concern, with organisations needing to focus on building a robust pool of future leaders rather than simply identifying successors for existing roles KT Rama Rao, Minister of Municipal Administration and Urban Development of Telangana delivering the Keynote Address (L-R) Srinivasa Vudumula, Swati Rastogi, SV Nathan and Vipul Sïngh lighting the ceremonial lamp
18 BW PEOPLE APRIL-MAY 2023 WWW.BWPEOPLE.COM sustainable growth. Ramarao also stressed on the importance of development and welfare going hand in hand and the need for wealth to be distributed equally. He outlined the Telangana Government’s focus on innovation, infrastructure, and inclusive growth as the keys to achieving sustainable development. As the world of work continues to evolve at a rapid pace, organisations must adapt to stay relevant and competitive in a highly volatile environment. The NHRDN 2023 saw industry leaders share insights into the key trends and challenges shaping the future of organisations and workplaces. Insights from Industry Leaders Ensuring transparency and objectivity in performance measurement is key to managing a hybrid and flexible workforce, according to Madan Pillutla, Dean of the Indian School of Business. Speaking on the theme ‘Future of Organisations’ at a plenary session, he emphasised how with the rise of remote work and distributed teams, organisations need to establish clear metrics and standards to ensure that everyone is held to the same level of accountability. This can be achieved using technology and data analytics, which can Advanced technologies such as ChatGPT can play a key role in transforming how people work, by automating repetitive tasks and providing personalised support to employees EVENT Past Presidents - SV Nathan, NS Rajan, Aquil Busrai, P Dwarakanath, Santrupt Misra and Arvind Agarwal
WWW.BWPEOPLE.COM BW PEOPLE APRIL-MAY 2023 19 provide real-time feedback and insights into individual and team performance. The future of work is being shaped by generational, social, and economic changes, according to a panel discussion on the theme ‘Decoding the Future of Work & Workplaces’ featuring Deepti Varma – VP, People & Experience Technology, Amazon Stores, India, as moderator; Srirang TK, Group CHRO of ICICI Bank; KS Bakshi, Group Head HR, Interglobe Enterprises; and Vipul Singh, SVP & Head of Human Resources ADP. To succeed in this rapidly changing landscape, organisations need to be agile and inclusive, with policies that embrace diversity and adapt to the needs of different groups. Advanced technologies such as ChatGPT can also play a key role in transforming how people work, by automating repetitive tasks and providing personalised support to employees, they felt. In a plenary talk on ‘Insights into the Future Board Rooms: Strategies, Challenges & Opportunities’, Santrupt Misra, a member of the leadership team at Aditya Birla Group emphasised how HR professionals will play a critical role in creating a culture of transparency and trust, by ensuring that the values of truth, trust, and transparency are woven into the DNA of the company, and not just confined to the boardroom. Succession planning was also highlighted as a key concern, with organisations needing to focus on building a robust pool of future leaders rather than simply identifying successors for existing roles. Psychological equity, or the importance of promoting employee well-being and mental health, was a key theme in a panel discussion on the theme ‘Psychological Equity’, featuring Rajita Singh, CHRO KynIndia as Viswaguru Measures that have been taken to improve productivity, and make workplaces safer for all CV Anand, the Commissioner of Police in Hyderabad, emphasised that despite cultural differences, democracy is a unifying factor that binds people. Providing safety and security for citizens should be one of the highest concerns of the state, and peace and law and order bring out the economy. The government has taken several initiatives to improve emergency systems, women’s safety, and security, which indirectly leads to productivity and confidence in the workplace. There have been many interactions between industries, and the pace of working has improved using technology. Appropriate and implementable technology should be used by people to fight crime and reduce corruption in society. The emergence of technology has brought about many changes, including the implementation of lake policing, expert divers, swimmers, and telecasts. The traffic system has also been transformed using technology, such as the drunk and drive system which has brought about behavioural changes in society. Many projects, including the Safe City project and the Hyderabad Safe & Smart City project, have been implemented to enhance safety and security. Leadership qualities, such as courage, vision, integrity, teamwork, unbiasedness, communication skills, motivation, and innovation, are crucial for long-term success for managers and employees. India has made significant strides in technology, safety, and security in the last decade, and there is potential for even more growth. The future of India lies in recoding and rebooting the future to make India a Viswaguru, investing in people, and nurturing leadership qualities. By doing so, India can continue to grow and thrive in the ever-changing global landscape.
20 BW PEOPLE APRIL-MAY 2023 WWW.BWPEOPLE.COM dryl; Krish Shankar, Group Head- Human Resources, Infosys; PNSV Narasimhan, CHRO Cyient; and Yogesh Kochhar - Global Ambassador – Happiness, House of Lords. In a world where the pandemic has created unprecedented levels of stress and uncertainty, organisations need to prioritise the mental and emotional well-being of their employees through a range of strategies, from offering flexible work arrangements and mental health support programmes to promoting a culture of open communication and empathy, they emphasised. A panel discussion on holistic wellness, titled ‘Holistic Wellness is Hygiene in Post Pandemic’ highlighted the importance of proactivity and collaboration in promoting employee well-being. Ramakrishna Momidi – Senior VP HR – Deloitte as moderator; Rajiv Aggarwal – Senior Vice President & National Leader Mercer Marsh Benefits India; Subramanyam Yadvalli – CEO, Apollo Hospitals; Sushant Roy – Co-Founder – Alyve Health; and Swati Rustagi – then Director HR, Amazon Worldwide Stores emphasised the need for organisations to leverage the power of groups and communities to support employee health and wellness. This included everything from offering fitness classes and wellness workshops to creating employee resource groups that focus on specific health concerns or conditions. In a Debate Discussion on the theme ‘Does the Name Matter? Personnel to Human Resource, to Talent Champions’, moderated by Rajkamal Vempati, President HR, Axis Bank, views were shared by Satish Pradhan, Retd Group CHRO, Tata Sons; P Dwarkanath, Former Chairman, GSK; Akruti Chandra, Senior Director – Flipkart; Harshvendra Soin, Global Chief People Officer - Tech Mahindra; and Prithvi Shergill of Entomo. The panellists addressed the question as to why is HR as a function among the most hated one, and called for self-reflection. At the same time, they emphasised that HR professionals deliver value and are among the key drivers of business, and should take pride in their role. In the panel discussion on the theme ‘Social Leadership: From Volunteering to Circular Economy’ moderated by Shubha Mony Kasi, Neda Schlictman, CLO EVENT
WWW.BWPEOPLE.COM BW PEOPLE APRIL-MAY 2023 21 Deloitte; Talees Rizvi, Director Businessworld and Mayur Pantala, Nirman Organisation participated. They discussed the evolution of social leadership with a focus on volunteering and circular economy and explored the green changes that the industry can adopt, and how communities can address the social impact of media and digitisation to create a knowledge-driven society. Lt. General A Arun, YSM, SMVSM, General Office Commanding Dakshin Bharat Area delineated the ‘Leadership Lessons from War and Peace’. Leaders must leave a legacy of courage, resilience, trust, honesty, integrity, and discipline, he said, and urged organisations to look for people who can take the organisation above and beyond, train them, support them, and take care of them. NHRDN 2023 decoded the future of organisations and workplaces and discussed how the future will be shaped by a range of trends and challenges, from the rise of remote work and distributed teams to the need for greater transparency, trust, and well-being. By staying agile, inclusive, and proactive, organisations can navigate this rapidly changing landscape and build a culture that supports the needs and aspirations of their employees. As these industry leaders have shown, the key to success lies in embracing change and working together to create a better future for all. Cricket lessons One of the most inspiring sessions of the event – ‘Batting for India’s Future - Leadership Lessons from the Past’ - was conducted by eminent cricketer K Srikkanth, who delivered a motivational talk on how to decode the future through conviction, trust, and belief in oneself and one’s team. With his trademark energy and enthusiasm, Srikkanth captivated the audience and left them feeling inspired and motivated to take on new challenges and achieve greater success in their personal and professional lives. The event also featured a range of panel discussions on topics such as leadership, diversity and inclusion, talent management, and the future of work. These discussions provided valuable insights into the latest trends and best practices in HR and people management and allowed participants to engage in lively and thought-provoking debates with their peers. Another notable aspect of the event was the international streaming to Singapore and Dubai, which allowed participants from around the world to access the conference remotely. With more than 50 PhD speakers and over 50 stalls exhibiting the latest products and ideas, the event offered a wealth of knowledge and insights into the latest trends and best practices in HR and people management. With its focus on innovation, inclusivity, and sustainable growth, the event demonstrated the importance of investing in people and harnessing their potential to drive economic and social progress. The knowledge and insights gained at NHRDN 2023 will continue to inspire the HR community to create more productive and fulfilling workplaces of the future.
22 BW PEOPLE APRIL-MAY 2023 WWW.BWPEOPLE.COM › From disagreements over policies to non-alignment over strategic decisions between senior leaders, lack of succession planning has wider ramifications than what meets the eye Krishnendra Joshi SUCCESSION PLANNING: KEY TO BUSINESS SUCCESS From Cyrus Mistry to N. Chandrashekaran, Tata Group has seen both sides when implementing succession plans. While the former was riddled with controversies, the latter appears to have hit a home run. Succession plans are paramount to driving businesses forward. From ensuring business continuity to bringing the desired level of professionalism, the value of creating a pipeline of leaders cannot be understated. From disagreements over policies to non-alignment over strategic decisions between senior leaders, lack of succession planning has wider ramifications than what meets the eye. The Godrej- Mahendran fallout back in 2011 is a prime example of losing out an integral part of a company’s vision in the absence of a succession plan. Mahendran was bullish about taking the company to newer markets. However quick expansion meant more marketing outlay leading to a poSPECIAL STORY tential decline in the FMGC company’s bottom line. Things reportedly turned sour between other senior leaders from the Godrej family and Mahendran and led to the latter resigning from the CEO’s post. Companies may also experience a decline in revenue as was reported after Narayana Murthy stepped down from Infosys in 2002. A well-rounded succession plan is seen as a good governance practice to prevent a leadership vacuum at the top and making it a part of SEBI disclosure norms for listed entities makes it a prerogative to be followed in letter and spirit. So, how well are India’s top companies doing in terms of making succession plans a part of boardroom discussions as well as implementing them? A recent corporate governance survey published by Excellence Enablers gives some perspective in this direction. The research considered the annual reports and website disclosures of NIFTY 100 companies as a base to gauge how the surveyed companies fared on the count of creating and empowering future leaders. In the previous 4 FYs, 66 companies, which have disclosed details on succession planning, are common. In the previous 4 FYs, 35 companies, which have disclosed details on succession planning of the Board, are common. In the previous 4 FYs, 52 companies, which have disclosed details on succession planning of management, are common. Succession planning has moved from being a dialogue item in the board meeting agenda to an essential disclosure feature in board reports. And recent hirings, like Tata’s N. Chandrashekaran, show that companies are getting better at identifying and retaining the top talent for top roles with every passing year. With a large concentration of family-owned businesses complemented by opportunities to scale in the current economic scenario, the time is ripe for more companies to take succession planning seriously. 0 No. of Members 20 FY 19 10 46 59 66 65 76 43 49 47 6 9 FY 20 FY 21 FY 22 40 60 80 100 Categories mentioned under Succession Planning in Annual Reports Category not disclosed Board Senior Management For FY 19.99 cos have been considered as 1 co was not listed
EMINENT JURY MEMBERS NOMINATE NOW PROGRESSIVE FACILITY MANAGEMENT FOR SMART SOLUTIONS Facility Management CONFERENCE AND EXCELLENCE AWARDS 2023 MAY 30, 2023 Venue: Aloft, Aerocity, New Delhi DR. ANNURAG BATRA Chairman & Editor -in-Chief BW Businessworld & Founder - exchange4media HARSH WARDHAN CEO - BW Security World BW Businessworld DAKSHA BHARADWAJ B.Arch AIIA - Architect, Environment Planner & Interior Designer Partner. Bharadwaj Bharadwaj & Associates, Founder Trustee, Dr Satyakam Bharadwaj Vedic Research Foundation SAHIBJEET SINGH GREWAL Vice President - Facilities & Projects, Interglobe SHAILENDRA NATH Independent Consultant - Real Estate Services RAJEEV TALWAR Advisor, DLF Ltd. TRIPTI KEDIA Publisher & Business Head Realty Plus SAPNA SRIVASTAVA Editor Realty Plus DIKSHU KUKREJA Managing Principal CP Kukreja Architects B THIAGARAJAN Managing Director Blue Star Ltd. JURY CHAIR KNOWLEDGE PARTNER EVENT PARTNERS
24 BW PEOPLE APRIL-MAY 2023 WWW.BWPEOPLE.COM › HR leaders can unlock growth by enabling gender equality, using technology and institutionalising support mechanisms COLUMN By Lakshmi C DIVERSITY BY DESIGN Diversity of perspectives helps organisations innovate, connect better with their consumers, balance risks, and ultimately unlock growth. HR leaders play a key role in enabling this diversity within their organisations, and it starts with embedding equality into talent strategy. Let data and listening guide change Data and analytics are fundamental to the diversity agenda because what gets measured, gets done. The right set of data and metrics can shape the talent strategy by offering actionable insights on on-ground realities and existing challenges. For example, analysing the data on career growth and promotions can help identify gender biases and determine specific areas of improvement. It is equally important to regularly listen to what our people need, in particular our diverse groups. This can be done through in-person conversations or by leveraging technology such as bot-led interactions or surveys. Leveraging technology can enaLakshmi C The author is Lead – Human Resources, Accenture in India
WWW.BWPEOPLE.COM BW PEOPLE APRIL-MAY 2023 25 It is equally important to regularly listen to what our people need, in particular our diverse groups. This can be done through in-person conversations or by leveraging technology such as bot-led interactions or surveys unconscious biases, creating a network of gender advocates and ensuring the talent strategy is implemented in spirit. Another key element our HR leaders need to focus on is around creating access to networks, sponsors and mentors so that there are different avenues for our women leaders to tap into as they continue their leadership journey. Create skilled talent pools from local communities Finally, as HR leaders focus on building and growing women within their organisation, they also have a responsibility to ensure that their organisations are creating a diverse pool of talent in the communities they live in. We need to consider extending our learnings from with in the organisations to local communities so that it not only drives social impact but also creates diverse talent for the industry. We can do this by introducing skilling and inclusive apprenticeship programmes that empower diverse and under-served groups to develop workplace skills for the digital economy. Equality and equity Over the last two decades, we have made significant strides towards gender equality at the workplace, more so in the IT industry. However, when you look across industries, representation of women remains low, in particular at leadership levels. Solving this by only setting and working towards aggressive diversity targets may lead to the spirit of inclusion getting replaced by mere tokenism, real or perceived. Organisations, need to be mindful of creating a true culture of inclusion by fostering both equality and equity. HR leaders need to focus on building a culture where everyone is seen, heard and valued and where barriers for inclusion are intentionally eliminated so that everyone can thrive and succeed. ble HR teams to understand the challenges for specific groups of people, particularly those at intersectionalities. Example, are there specific challenges that women who identify as LGBTIQ + face at work? Are women dropping out because of caregiving responsibilities towards not just children but also for their elderly family members? Make talent strategy inclusive by design Diversity cannot be a stand-alone metric; it needs to be woven into how we manage talent in the organisation. In other words, we need diversity and inclusion by design. It starts by setting meaningful diversity goals and ensuring every talent management process is audited for inclusion by design. For example, are we considering a diverse slate of candidates for every position, are the job descriptions gender agnostic, are our promotions gender balanced and are we measuring attrition differences between men and women. We need to institutionalise support structures such as flexible work options and programmes that offer skilling and integration support to returning mothers or women looking to re-enter the workforce after a career break. And we need to curate benefits such as caregiving support, gender neutral parental leave and programmes that prioritise holistic wellbeing of women. We also need to ensure that we design learning and development programmes that address the specific needs of our women, and we are deliberate when it comes to succession planning and leadership pipeline development. Focus on culture-building An inclusive talent strategy ultimately helps in creating an overall culture of equality which is imperative to driving sustainable change. However, to begin with, we need leadership advocacy and business alignment to ensure diversity goals are treated as a business priority. This then gives the right impetus to HR’s efforts around sensitising leaders and front-line supervisors about
26 BW PEOPLE APRIL- MAY 2023 WWW.BWPEOPLE.COM › Chitbhanu Nagri, Senior VP People Operations, Razorpay describes how Razorpay has cracked the code of cultural integration of employees following acquisitions INTERVIEW By Sugandh Bahl Vij “OUR PRIME GOAL - INVEST IN PEOPLE VERY CAREFULLY” Post-merger integration can be a stressful time for employees. The merging of two companies can create a great deal of uncertainty and change in the workplace. As such, it is crucial for the leadership team to take proactive measures to help employees settle in and feel comfortable in their new roles. Razorpay has made seven acquisitions and six investments recently. The company has spent over $200 million for the acquisitions. Chitbhanu Nagri, Senior VP People Operations, Razorpay describes how the company is working towards creating one diversified Razorpay culture. How would you describe the work culture at Razorpay? As an employee-first organisation, our efforts are always towards building a place where employees
WWW.BWPEOPLE.COM BW PEOPLE APRIL- MAY 2023 27 feel valued, respected and nurtured because they are intrinsic to our vision and mission. To achieve this, we have been focused on co-creating a culture that is based on the foundational principles of: Transparency; questioning the status quo; integrity with agility; customer obsession; and Razorpay grows with Razors. These culture tenets are deeply embedded into Razorpay’s ways of working and define who we are. People are our most valuable assets. Our prime goal at Razorpay remains intact: Invest in People very carefully, and once invested in them, champion their cause as yours. What challenges did you face while integrating employees of acquired companies? Share some key learnings from the process? Integration is primarily a people & culture initiative; the business success is driven by how well the people are aligned and motivated to achieve the collective success. There were three important priorities that we resolved to achieve very early in each of the integrations: • Open and frequent communication: We created various channels of communication that ensured a consistent dialogue between the teams. Forums like Town Halls and All Hands ensured broad directional alignment. We also created other focussed forums to address specific problem statements • Aligning to a common vision: A fair amount of time was spent to articulate the vision and objectives post integration. The teams went to a fair amount of depth to define the direction and ensure its linkage with key goals and milestones. This alignment ensured everyCHITBHANU NAGRI We chose to be appreciative of the value that the founders bring in and the work ethics that the team of acquired companies can share. Today, post seven acquisitions, all the founders have chosen to stay back one had clarity on the way forward and each one’s role • Execution through hybrid teams: All key priorities were assigned to combined teams from Razorpay and the newly integrated teams. What are the Do’s and Don’ts to be kept in mind, when integration of employees takes place post-acquisition? Viewing integration as a ‘human’ and a “humane” exercise is a key differentiator that defines the overall success. A few things that we can recommend as best practices based on our experience are: • Get clarity on the common strategy, vision and direction first and foremost • Get clarity on the new team structure, organisation design and ensure key roles are ade-
28 BW PEOPLE APRIL- MAY 2023 WWW.BWPEOPLE.COM quately staffed to enable successful implementation • Communicate frequently and openly. Do not just limit yourself to formal channels of communication (like Town Hall), but lay equal emphasis on informal channels as well • Be sensitive to vulnerabilities, apprehensions and challenges that people may be facing. Integration is a significant change and needs to be managed very mindfully • Invest in cultural integration. Speak, educate and demonstrate the kind of culture, behaviours and values that drive the company. Seek feedback from new colleagues and keep an open mind to arrive at a common understanding. How do you ensure that founders of the acquired company choose to stay back and become a part of the Razorpay family? Early on, we realised that acquiring a company is almost like a marriage and the sanctity of it holds true only when all the parties involved feel being cherished and respected. We chose to be appreciative of the value that the founders bring in and the work ethics that the team of acquired companies can share. Today, post seven acquisitions, all the founders have chosen to stay back and be a part of the Razorpay family. Are there any policies followed by the acquired company that you have incorporated into the Razorpay work culture as well? Ezetap, which is today the offline payments arm of Razorpay, has had some powerful practices around performance management. They have taken reasonable steps on the whole concept of continuous feedback and as a team, we have had some interesting learnings and are trying to see how the integrated model we have built incorporates these learnings. The simple idea here is that when you genuinely have meritocracy into how the company forms, you always keep an open mind and have a more receptive culture. What are some key initiatives/policies which have ensured Razorpay not only retain but also attract new talent? Aimed at ensuring the highest standards of wellbeing for Razors, we rolled out health insurance policies for same-sex and live-in partners and introduced a Family Assurance Benefits Policy. We also announced a first-of-its-kind ‘wellness leaves’ concept as a part of the leave allowances of our employees to remove the stigma around mental health that discourages people from taking leaves during the Covid-19 lockdown. By including burnouts, periods, or any leaves needed for someone to be fully functional at work, we ensured that our employees take the best care of both their physical as well as psychological well-being and their families’ too. One of our ‘popular among employees’ initiatives has been ‘bring your children and pets to work,’ which has benefited many employees in discovering a guiltfree and more convenient way of balancing work and spending time with their kids and pets. In addition, all employees have access to recreational facilities like foosball, chess, billiard table, TV rooms, etc. at the office premises. All this has not only ensured talent retention, but has also been instrumental in nurturing passionate and committed Razors. INTERVIEW
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30 BW PEOPLE APRIL - MAY 2023 WWW.BWPEOPLE.COM › The BW People 40 Under 40 Award recognises HR professionals who have the zeal to make the industry, and the HR function, future-ready THE NOTEWORTHY YOUNG HR PROFESSIONALS HR is now not only a support function but has extended its role to all business verticals. The pandemic has shown that HR professionals are the true flagbearers of any organisations. They have adapted to the disruption with AI and ML and innovating new ways of executing & performance management. In an era when the economy and the job market are reeling under a less productive phase, India’s HR experts who attended the BW Businessworld 40 Under 40 HR Summit shared their vision on the challenges and opportunities in the world of work. Annurag Batra, Chairman & Editor-in-Chief, BW Businessworld and exchange4media Group with his power-packed address inaugurated the one-day programme along with other HR industry veterans sharing the limelight with him. The event recognised HR professionals who have the zeal to make the industry, and the HR function, future-ready. The summit brought together some of the most distinguished HR luminaries on one platform for enlightening dialogues on pressing human resources issues. Over 100 nominations were received. These were carefully analysed by the jury and the top 40 HR professionals were awarded. The grand jury included SK Roongta, Chairman & Independent Director, Bharat Aluminium Company (BALCO), Former Chairman, Steel Authority of India SAIL) as the Jury Chair, followed by fellow jury members - Vipul Singh, Senior Vice President and Head of HR, ADP – GSS International; Harshvendra Soin, Global Chief People Officer & Head - Marketing, Tech Mahindra; Sukhjit Pasricha, Group 40 UNDER 40 2022 Chief Human Resources Officer, IndiGo (Inter Globe Aviation); Vijay Yalamanchili, CEO, Keka HR; Antony J. Alex, Founder & CEO, Rainmaker; Rachna Mukherjee, Former CHRO, Schneider Electric - India and South Asia; Vikram Bector, President & Chief Human Resources Officer, Piramal Enterprises; Yuvaraj Srivastava, Group CHRO, MakeMyTrip; Amit Sharma, Vice President & Head - People & Culture - India, Volvo Group; Kavita Dasan, CPO, ABP Network; Sunita Rebecca Cherian, Chief Culture Officer & SVP - HR, Wipro; Sunandan Bhanja Chaudhury, Client Partner, Pedersen & Partners; Rajita Singh, Chief People Officer - India, Kyndryl; and Annurag Batra, Chairman & Editor-in-Chief, BW Businessworld & Founder, Exchange4Media.
WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2023 31 The Elite List Of BW People 40 Under40 Achievers 2022: S No. Nominee Designation Organisation 1 Aarti Nagpal VP and Head of HR Leo Burnett & BBH India, Publicis Group 2 Abhilasha Modi Plant HR Manager GE Power 3 Abhishek Gupta People Lead Mondelez India 4 Abhishek Soni Manager - HR ADP 5 Amarvir Singh DGM-HR JCBL Group 6 Amrita Kaushal Senior Manager - HR MakeMyTrip 7 Anjali Mandotra Senior Manager - HR McCann Worldgroup 8 Ankita Mehra Program Manager- Diversity, inclusion and employer branding Xperi 9 Atul Mishra Director & Head, People & Culture The Nudge Institute 10 Danish Shaikh Head – Organisational Transformation & Talent 6 Degrees Diversity Counsel 11 Darshana Vora Lead - Business HR Tata Power Company 12 Hanish Dewan CHRO Eduvanz Financing 13 Hemant Pawar Associate Director- HR Clear 14 Isha Monga Manager – Human Resources MakeMyTrip 15 Kanchana Rao Namadi Assistant Manager - HR ADP 16 Karan Bakshi Talent Acquisition Head, HRBP – India (AIM Region) Michelin India 17 Kiran Ahuja Director - Talent Acquisition APAC (Ex. China) Smith+Nephew Services SDN BHD 18 Latha Iyer CHRO Zaggle 19 Lionel Paul David Workforce Head and Regional HRBP – INDIA & Asia Pacific (IAP Region) Stellantis 20 Mahitha K Site HR Leader, Sr. HRBP Honeywell Technology Solutions 21 Manasi Yadav Senior Associate Director CarDekho Group 22 Neha Rana Dutta Chief Human Resources Officer Espire Hospitality Group 23 Neha Singh People & Culture Strategist Chegg India 24 Neha Singh Head - Talent Acquistion Vedanta Cairn Oil & Gas 25 Nitin Sachdeva Talent Acquisition Director BharatPe 26 Pavithra Sathyakumar Head - HR Vibrant Energy 27 Pawan Kumar Mishra Regional HR Head (North & East India) Bisleri International 28 Poorva Chaturvedi Manager- Human Resources MakeMyTrip 29 Prashant Kalabathula Manager - HR ADP 30 Purna Ambekar Manager HR Metropolis Healthcare 31 Rubi Khan Assistant Vice President Max Life Insurance 32 Salil Raheja Sr. General Manager-HR Schneider Electric 33 Sana Azeem Manager-Employee Relations Ultratech Cement, Aditya Birla Group 34 Saraswathi Chandrasekharan AVP, Sr. Principal - Organization Development Infosys 35 Satyam Joon Head - Human Resource Noise (at the time of awards) 36 Siddharth Srinath HR Business Leader Infosys 37 Subhadeep Khan CHRO Bharat Aluminium Company 38 Sudha Krishnamurthy HRBP India Software Centers Rockwell Automation 39 Sunita Rath Manager - TA Deloitte India 40 Vijay Amrit Raj HR Head Raymond Consumer Care
32 BW PEOPLE APRIL-MAY 2023 WWW.BWPEOPLE.COM › At the 3rd Edition of BW People Nurturing Talent for Future Conclave & BW People HR 40 Under 40 Awards, the HR leadership engaged in invigorating discussions on organsational issues, nurturing talent for future, work culture, technology and many other dimensions of the world of work NURTURING TALENT FOR FUTURE CONCLAVE By Team BW People IDEAS THAT WILL SHAPE FUTURE TALENT
WWW.BWPEOPLE.COM BW PEOPLE APRIL-MAY 2023 33 Panel Discussion 1: Original, innovative practices to attract, motivate, and retain top talent while enhancing performance Panel Discussion 2: Workforce planning and talent management’s significance in business results (L-R) Raj Kamal Singhal: Director & Chief Operating Officer, Hitachi Systems India Kshitiz Sachan, Performance Process Coach, Keka HR Niharika Mohan, Chief Human Resources Officer, Luminous Power Technologies Komal Somani,Chief Human Resources Officer & Whole Time Director, ESDS Software Solution Ltd. Session Chair Lionel Paul David, Workforce Head and Regional HRBP, India and Asia Pacific, Stellantis (L-R) Somasundar Konduri, Senior Director - HR, ADP Irani Srivastava Roy, Chief Human Resources Officer - India Subcontinent, Signify Simin Askari, Senior Vice President - Corporate Human Resource & Business Excellence, Dharampal Satyapal Limited Session Chair: Latha Iyer, Chief Human Resources Officer, Zaggle Key Takeaways: Changing requirements of businesses also impact the skills that are required in the business. Provide your employees careers which are cross-functional, and if you’re able to do that successfully as an organisation, you solve the other problem which is talent retention, the panel felt. The newest luxury for young generation is having the freedom to work, having good health and having respect in the job that they do. So, unless you provide these newest luxuries to your talent you’ll always find it difficult to retain them. Measuring talent is important, as what cannot be measured cannot be improved. There is a need to constantly evolve methodologies to improve talent. Key Takeaways: Getting the right people, with the right skill set, at the right time is challenging but these are of utmost importance for business expansion. It is significant to nurture the talent and develop the lateral talent. The whole dynamic is to have the right people working full-time for an organisation. At the same time, it is not always possible to be 100 per cent right in hiring the right people at the right place. Layoffs are not in our control; and companies will do what they have to, but it’s important for the aspirants to do a little research about the organisations they desire to join. This will help to curb their insecurities.
34 BW PEOPLE APRIL-MAY 2023 WWW.BWPEOPLE.COM Panel Discussion 3: Bridging skill gaps through effective upskilling and reskilling strategies Panel Discussion 4: Practical insights for building an equal, diverse, and inclusive workplace L-R) Gautam Saraf, Chief Human Resources Officer, Ferns N Petals Arup Gupta, Chief Human Resources Officer, Reliance Infrastructure Businesses Dheeraj Modi, Vice President & Global HR Head, NLB Services Ashissh Kapoor, Director – Talent Team, EY Session Chair: Neha Rana Dutta, Chief Human Resources Officer, ESPIRE Hospitality Group (L-R) Kavita Dasan, Chief People Officer, ABP Network Jyoti Mahendru, Chief People Officer - South Asia, Wunderman Thompson Session Chair: Talees Rizvi, Director, BW People & BW CFO World Ashish Chattoraj, Chief of People Functions, PayU India Entities Key Takeaways: In a fast pace world where technology is revolutionising the ways of doing, being relevant has become a major challenge for everyone from individuals to organisations. By upskilling, companies can give employees opportunities to gain the knowledge, new tools and ability to advance themselves in the workplace and their daily lives. Creating the need is another good way to push people for learning. At the same time, the goal cannot be achieved only by pushing them but we have to look at their background and capability also. It’s not only about how to use a new device, it involves learning how to think, act and thrive in a digital world that is sustainable over time. The prime responsibility of leaders is to create a culture of pick up and learn. Key Takeaways: In the changing corporate scenario, the meaning and scope of diversity and inclusion has also changed tremendously. As the scope of diversity has widened, the practical steps taken by companies also have to be more dynamic in nature. It is important to define what diversity means. One of the most prominent step towards making diverse groups and minority feel included and accepted in the workplace is that the leadership in the organisation represents diversity as well. The workforce today suffers from the stigma that surrounds mental health issues and requires an open working environment where the workers will be able to share their problems. NURTURING TALENT FOR FUTURE CONCLAVE
WWW.BWPEOPLE.COM BW PEOPLE APRIL-MAY 2023 35 Panel Discussion 5: Enhancing leadership abilities to stay on top of the game of talent development Panel Discussion 6: Next Gen Leadership: Fresh values & perspectives that next set of leaders will bring to the table (L-R) Shilpa Vaid, Chief Human Resources Officer, Diageo India Giridhar Vemuganti, Director People Operations and Business Partnering, Tata CLiQ Yuvaraj Srivastava, Group Chief Human Resources Officer, Make My Trip Ashish Mishra, Director - Human Resources and Supply Chain Management, Nippon Paint Session Chair: Sunandan Bhanja Chaudhury, Client Partner, Pedersen & Partners (L-R) Nida Khanam, CHRO, Omega Seiki Mobility Session Chair: Sugandh Bahl Vij, Sr. Correspondent, BW Businessworld Priyanka Anand, Vice President & Head - Human Resources - Southeast Asia, Oceania & India, Ericsson Renu Bohra, Chief People Officer - India & Indian Subcontinent, DB Schenker Key Takeaways: AI can help customise the leadership journey for individuals as it gives HROs finer details about individuals to consider for a set of development initiatives, felt the panellists. AI gives a lot of input on the leadership style of an individual. It also can give a lot of input on both the team as well as the person you are working on. AI can give you data trends and so on, but the leadership or CHRO needs to focus on how we really build the competence to deal with ambiguity, and how we really make our team more compassionate. That is where AI lacks, as it doesn’t have a soul. Also, it’s culture is something that will hold the entire organisation, including people and their leaders together. Key Takeaways: The next generation of leadership will be the fuel for the development of the country, which is why it is important for every functional sector to efficiently utilise the potential of the young population. Technology is the component that significantly contributes to bringing change in the HR field. Leadership should operate, succeed and excel in the VUCA world. The next generation of leaders will have to create an environment of collective success, trust, collaboration and empathy. The next generation leader is also a ‘work in progress’. They are capable of changing and also change-capable, and who can develop a team which can drive that change.
36 BW PEOPLE APRIL-MAY 2023 WWW.BWPEOPLE.COM NURTURING TALENT FOR FUTURE CONCLAVE Keynote Session and Fireside Chat-1: Antony J. Alex, Founder & CEO, Rainmaker Keynote Session 2: SK Roongta, Chairman & Independent Director, Bharat Aluminium Company (BALCO), Former Chairman, Steel Authority of India (SAIL) Key Takeaways: We are looking to transform the way people behave and think at workplaces, whether it is the prevention of sexual harassment (POSH), diversity, equity and inclusion (DE&I), code of conduct or bribery and corruption, said Antony J Alex, Founder & CEO of Rainmaker. He said, “In the last 10 to 15 years, women have taken leadership positions in India which shows positive impacts of the policies.” The representation of board by women has tripled in the previous 10 years and at least 95 per cent of the Nifty 500 companies have at least one woman on their board members, he added. At the same time, Alex admitted that only 5 per cent of these companies have a woman chairperson. So, companies are inducting women Key Takeaways: Nurturing talent is the only method for businesses to reach the full potential and achieve greater heights. Talking about the different sections of people including politicians, bureaucrats, businessmen and professionals, SK Roongta, Chairman & Independent Director, BALCO and erstwhile Chairman of SAIL said that people in different fields have different priorities. For politicians, the top priority is to get into power, for people in businesses, their top priority is how to earn more money. Similarly, for bureaucrats, ego satisfaction is their first priority. Lastly, for professionals, feeling empowered is really important. As a part of nurturing talent, what was important 15-20 years ago, still has its relevance today in a greater sense. “To feel empowered is significant for everybut they are unable to reach the top position. He also noticed that the inclusion of women is not totally organic but it is happening because Indian laws compel companies to have at least one woman as board member. one,” said Roongta. The second key element in nurturing talent is ‘empathy’. Small changes can make great differences, he said. Sharing one of his dinner experiences with the HR fraternity present, Roongta recalled an incident when he asked his HR to provide packaged dinner to the truck drivers. They were so overwhelmed by this gesture that they agreed to work for 24 hours without demanding any additional monetary compensation. Such is the impact of genuine gestures. Roongta highlighted the importance of ‘enjoyment at the workplace’. He emphasised that focusing more on employees’ strengths than their weaknesses is the duty of the firm.
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38 BW PEOPLE APRIL-MAY 2023 WWW.BWPEOPLE.COM › Abhilasha Modi, Plant HR Manager at GE Power is a pro at solutions in her domain, having handled a range of responsibilities as an HR professional over years 40 UNDER 40 2022 Abhilasha Modi is an enthusiastic leader with a passion for making a difference in the HR space. She has extensive experience in business partnering, HR operations, dealing with unions and fostering a diverse work culture. Excerpts: What are the key areas that you intend to focus on for your organisation to run effectively and efficiently? Being in a manufacturing environment which runs 24/7, it has become essential to build focused talent according to both their needs and the company’s needs and develop people holistically. The focus is mainly on three prime areas: Diversity representation, upskilling people managers and creating purpose-driven organisations. Our reskilling and upskilling programmes at GE are very robust and we maintain a database for our talent which serves as a reference point for our upskilling initiatives. This is done in a number of ways, including on-the-job training/ learning plans, ‘bubble’ assignments with cross-functional projects outside the daily responsibilities, as well as programmes to support employees with learning opportunities at external universities. By Shruti Tripathi “HR has the power to influence, but building that muscle requires HR leaders to spend enough time on the shop floor, building credibility with workers and leaders, and connecting with them personally and professionally” As a people person, what are the goals you strive to achieve in an organisation apart from management goals? My mantra is to continuously be aware and assimilate for acceleration. The idea is to stay updated on what’s going on in the industry, and how it may impact my organisation and its people; and deciding what can be adopted or customised to create a value proposition which benefits the workforce. What is your approach to solve employees’ problems and achieve an organisation’s goal? This is two-fold: The first is business acumen and the second is trust & empathy. Both these go hand in hand. For an HR professional, it’s very important to understand and talk the business language. This helps map employee concerns to the organisational goals and involves employees in the development of solutions to make them feel the impact they are making and strengthen their sense of belonging to the organisation. HR has the power to influence, but building that muscle requires HR leaders to spend enough time on the shop floor, building credibility with workers and leaders, and connecting with them personally and professionally. “HR Must Talk The Business Language”
WWW.BWPEOPLE.COM BW PEOPLE E APRIL-MAY 2023 39 › Abhishek Soni, Manager – HR, ADP shares his experience as an HR professional and highlights the challenges he overcame and factors that contributed to his success 40UNDER402022 What are the key areas that you intend to focus on for your organisation to run effectively and efficiently? I believe that talent management is a critical area of focus. This includes hiring and retaining top talent, developing employee skills and competencies, and providing opportunities for career growth and advancement. Another key area of focus is employee engagement and wellbeing. When employees feel engaged and supported, they become more productive. Also, I believe that effective communication is critical for an organisation to run smoothly. This includes regular communication with employees about company goals, performance expectations, and feedback on their work. It also involves creating a culture of transparency and openness. Finally, I believe that continuous improvement is critical for an organisation’s success. This includes identifying areas where we can improve our processes, systems, and policies to be more efficient and effective. How has your organisation helped you in bringing out your best potential? One of the primary ways in which my organisation has supported my growth is by providing me with access to various By Shruti Tripathi “I invested time in researching and attending industry events, and in regular training and development for myself and my team on new HR Tech tools and platforms.” HR-related training programmes and workshops. These initiatives have allowed me to stay up-to-date with the latest trends and best practices in HR and have enabled me to develop my skills and knowledge. Furthermore, my organisation has a culture of recognising and rewarding employees who perform well in their roles, including in HR. What are some of the biggest challenges you have faced in your HR career, and how did you overcome them? One of the most significant challenges I have faced is managing organisational change. Whether it is restructuring, downsizing or implementing new technology, change can be disruptive and unsettling for employees. It’s essential to stay ahead of the game and be aware of the latest trends, best practices, and emerging technologies. Another significant challenge I faced was adapting to the changing landscape of HR Tech. With the rapid pace of technological change, it’s essential to stay up to date with the latest tools and technologies. I invested time in researching and attending industry events, and in regular training and development for myself and my team on new HR Tech tools and platforms. It is essential to be proactive and stay ahead of the curve to leverage technology effectively and drive organisational success. “It’s Essential To Stay Ahead Of The Game”
40 BW PEOPLE APRIL-MAY 2023 WWW.BWPEOPLE.COM › Amarvir Singh, DGM-HR, JCBL Group talks about priority areas of the HR team at the organisation 40 UNDER 40 2022 How have you successfully accomplished the task of managing an entire organisation during times of crisis? Any crisis can be handled with ease if you have the right set of people and they work as a team. I am a strong believer in collaborative leadership and during any crisis in the organisation like in the times of Covid we have created a group called JCBL Crisis Management group with the clear vision and KPIs: How to handle the stress of the employees during lockdowns? And what will be the review mechanism? What are the key areas for effective functioning of your organisation? 1. Culture Building – To build the culture of the organisation, one should have a strong value system and for the same, we use various tools & assessments to hire the right set of talent with the desired values. 2. Improving manpower efficiencies – We work on aggressive KPIs with a robust review mechanism, and prefer competencies while hiring manpower. Strategies and techniques that you believe in to solve employees’ problems and achieve an organisation’s goal? By Shruti Tripathi “I believe if the goal setting is done properly then the employee knows what is expected from him and it leads to a high level of engagement” We conduct a rigorous exercise at the start of the year to set the organisational goal and the goal setting of the key stakeholders is aligned to it; I believe if the goal setting is done properly then the employee knows what is expected from him and it leads to a high level of engagement. The strategies and techniques that I believe can be used for better employees’ problem-solving are: Having a robust two-way communication process and morning and end-of-day team huddle meetings to share important information and recognise accomplishments. What are the typical challenges of the next normal, and how do you tackle them? i. Employee wellbeing especially mental well-being will be the top business mandate ii. The next normal of work will accelerate new ways to learn online; hence the companies should be technologically ready for it iii. Data analytics in HR will become a big thing and all decisions will depend on the same, hence if the HR isn’t well versed in data analytics, you will be in a soup Ways to tackle these challenges are: i. Expand employee experience and wellbeing resources for better employee engagement and experience i. HR transformation has to be done at fast pace i. We need to upskill our HR team for data analytics “We Focus On Culture Building”
WWW.BWPEOPLE.COM BW PEOPLE E APRIL-MAY 2023 41 › Anjali Mandotra, Senior Manager HR, McCann Worldgroup talks about the leadership lessons that she has learnt from several organisations she has been part of 40 UNDER402022 HR function has been embracing every change and has welcomed every trend and transition with open arms. Learning is the core feature of the HR function that helped it to flourish over the years. Covid time proved to be the litmus test for the whole industry that the sector successfully and efficiently passed. In this regard, Anjali Mandotra, Senior Manager HR, McCann Worldgroup believes, “You always must own the place where you work. You cannot ever understand and solve the issues unless you step into them on your own. I love extending my horizon, and not just sticking to the regular KRAs. I go beyond the regular responsibilities to help train and retain talent and, in establishing the right work culture. Great communication, timely availability and solution of problems, and the right way of processes help the ball rolling.” Critical ingredients Having successfully led her team through the challenging Covid time, Mandotra shares her techniques and strategies to lead the organisation. She says that communication is the key but active attentive listening is very important for the employees to trust you. Only then would they have the confidence to open up in future to you. She adds that the right sense of dos and don’ts, right and wrong and time suitability is crucial to run an organisation efficiently. Mandotra’s aspiration is to enable a culture which appreciates the work-life balance. As a woman HR leader, she believes in ensuring a seat for everybody at the table irrespective of gender, caste or creed. On winning the BW People HR 40 Under 40 Award, Mandotra highlights, “I would gladly want to dedicate this award to the organisations that I have worked with in my entire career. Each organisation has its own flow, pace, culture, crowd and processes and each has moulded me into the professional that I am today.” By Shruti Tripathi “I love extending my horizon, and not just sticking to the regular KRAs. I go beyond the regular responsibilities to help train and retain talent and, in establishing the right work culture” “Attentive Listening Is Very Important”
42 BW PEOPLE APRIL-MAY 2023 WWW.BWPEOPLE.COM › Danish Shaikh, Head - Organisational Transformation & Talent, 6 Degrees Diversity Counsel reveals his crisis-solving mantra, and the legacy he wants to leave behind 40 UNDER 40 2022 Being a DEI professional, who is also pursuing a PhD in diversity and inclusion, Danish Shaikh strives to help create a psychologically safe environment for everyone to flourish. “I actively work towards removing biases that are inherent within organisational policies and processes and well as those lived by leaders. That’s the legacy I would like to leave behind,” he emphasises. He adds, “I think that a lot of individuals at the workplace need that extra support or even just a soundboard to bounce of their thoughts. As an ICF Certified Coach, I strive to support anyone at the workplace who may have these needs by offering pro bono coaching hours.” Efficient and effective functioning of an organisation is an important priority area for him, and to achieve that, he lays emphasis on the following: • Creation of a psychologically safe space for individuals to get people to bring their authentic selves to work and to foster innovation within the organisation. • Aligning people processes to the values and behaviours you seek in the culture • Identifying ways to bring in business as HR • Keeping communication By Meha Mathur “A crisis is the most important time to communicate with people. Everyone wants to be kept in the know. At times, they also need a shoulder to cry on” transparent through the organisation Problem-solving attitude Shaikh is a firm believer in OD process and says, “You start by defining the problem, diagnosing the situation along with the key stakeholders and co-creating a solution that addresses the needs of both groups. Representation during diagnosis and solution finding are key to ensure both needs are addressed.” The mettle of HR leaders faced litmus test during the ultimate crisis of the century, ie Covid. Shaikh believes in the power of co-creation to solve any crisis situation. He says, “Challenges or crises, I follow the OD process to the T. Any response to a crises should reflect the sentiment of all stakeholders (the leaders as well as the subordinates) and should make both business sense whilst addressing the needs of the people.” Another dimension to handling crisis is communication. Shaikh explains, “A crisis is the most important time to communicate with people. Everyone wants to be kept in the know. At times, they also need a shoulder to cry on. Creating those forums where information could be disseminated is key along with a safe space for individuals to express their concerns without judgment is important. When I was HR Head during the covid times, these were some of the measures that helped keep us going together.” “I follow the OD process to the T”
WWW.BWPEOPLE.COM BW PEOPLE E APRIL-MAY 2023 43 › Hanish Dewan, CHRO, Eduvanz Financing says people drive organisations, and deserve an enabling and healthy work atmosphere How did you successfully accomplished the task of managing an entire organisation during the Covid crisis? By staying calm. A crisis that impacts the entire organisation cannot be managed like a task. It always has to be the people – their reactions that need to be sorted in order to end a crisis. The best way to do that was to communicate effectively and transparently with our workforce on the nature, repercussions of the crisis to them and our expectations to resolve this together. We adjusted work arrangements, implemented new safety protocols and held brainstorming forums to find new ways to continue functioning. As the employees were an active part of these conversations and measures there was more buyin, minimal internal conflicts and we found our crisis management volunteers. Our most successful accomplishment was the robust crisis management team that arose from our volunteers. As a people person, what are the goals you strive to achieve in an organisation? While business is transient, it is still managed by living breathing people. You want your team to feel like they don’t just belong but are the very lifeline of the organisation. Hence my prerogative is to drive positivity, transparent and equitable opportunities and a work culture that promotes ‘health-life balance’. Where we combine discipline and automation to ensure our people aren’t just doing their best – they’re doing their best in a stress-free environment. Another goal that’s a must for me is ensuring we bring the ‘right man for the right job’. Having won this award, whom do you want to dedicate your learnings to? To be an exceptional leader, you must have exceptional people around you and I am grateful for the many I have known. So many wonderful peers, mentors and colleagues have moulded my cast. Watching my leaders in action has taught me how to take calculated risks and follow through to emerge out of uncertainty. Coaching my HR team to redefine their best has enhanced my own leadership. The amazing Eduvanz workforce is dynamic, diverse and a force to reckon with. Collaborating and working with them; learning from the experienced and mentoring those just beginning their careers has made me a formidable mentor. Add to this my family, my rock of constant support, joy and calm who ensure I can overcome every challenge with ease. By Sugandh Bahl Vij “We combine discipline and automation to ensure our people aren’t just doing their best – they’re doing their best in a stress-free environment” “Promoting HealthLife Balance” 40 UNDER402022
44 BW PEOPLE APRIL-MAY 2023 WWW.BWPEOPLE.COM › Your end output has to be a productive workforce which contributes to the bottom line, says Isha Monga, HR Manager, MakeMyTrip 40 UNDER 40 2022 A software engineer turned HR professional, Isha Monga got exposed to the limitless career opportunities the domain brings to the table at MakeMyTrip. She believes that the horizontal growth system in her current organisation catapulted her career to an upward trajectory. “The HR leadership team at MakeMyTrip has made me uncover my unexplored skills. Relentless belief, empowerment and a limitless career are a few characteristics which were granted by the organisation and made my journey the best. One of the USPs of the organisation is horizontal growth,” she says. By her own admission, she is someone who has a big appetite for learning and exploring new and better ways of working. Outlining business impact necessary Often, HR professionals find it challenging to show their contribution to the business. In Monga’s experience, this perceptual barrier can be broken by backing the hypothesis and interventions with sufficient data, analysis, and projected recommendations along with outlining the business impact helps to capture management’s buy-in. According to her, HR is about delivering productivity to the By Krishnendra Joshi “Relentless belief, empowerment and a limitless career are a few characteristics which were granted by the organisation and made my journey the best. One of the USPs of the organisation is horizontal growth” organisation, managing the performance of the people and creating an enabling environment for people to do their best. “While you use different levers in different organisations, your end output has to be a productive workforce which contributes to the bottom line of the business, she says. A data-driven mindset must A big believer in constant learning, Monga sees a few trends emerge in the new normal. While leadership styles will be more empathetic, she also foresees a better integration of data analytics as part of the HR manager’s job. Talking about her short-term goals, she emphasises on the value of reinforcing the learnings from the pandemic to build resilient teams and consequently flexible work culture. Her long-term goal, on the other hand, is to inculcate a data-driven mindset in HR managers which she believes will enable them to take better strategic decisions in line with business goals. “HR Is About Delivering Productivity”
WWW.BWPEOPLE.COM BW PEOPLE E APRIL-MAY 2023 45 › Kanchana Rao Namadi, Assistant Manager – ADP shares her insights on boosting employee morale and what is important to improving productivity What are the key areas that you intend to focus on for your organisation to run effectively and efficiently Organisational leadership requires active measures to work with different groups and individuals. A leader must understand the strengths and weaknesses of various professionals before making a plan of action to improve the effectiveness of the organisation. Organisational effectiveness only works well when evaluating the needs and interests of the customers. Quality management is just as important as the overall efficiency of the company. If a professional does not provide a quality product or service, then customers look for alternatives for their needs and goals. Technology plays an essential role in the efficiency and effectiveness of a company. Automation of redundant tasks gives back time to the associates for focusing on strategic work. Overall appreciating resources, people, processes, aligning organisational structure to the strategy, measuring results against strategy and continuous improvement is the key to run an organisation effectively and efficiently. What is your approach to solving employees’ problems and achieving organisation’s goals? Being transparent with your staff is one of the best ways to boost performance. Employees can be more efficient and productive when they know what’s expected of them. Create clear and measurable expectations and key performance indicators for employees. Be clear about your definition of success and how it can be measured. A little recognition can go a long way toward making your employees feel valued. Promoting positive company culture is an excellent way to make employees feel happy and appreciated, leading to increased productivity. How has your organisation helped you in bringing out your best potential I was lucky enough to work with ADP, where they strongly believe in the power of diversity and that highly engaged diverse associates are the foundation for building a better company — and a better world. Their focus to create a workplace that is inclusive helped me reach my full potential. My leadership team has always believed in me, given me opportunities, and most importantly, trusted me and has always recognised and rewarded me, which encouraged me to give my best every day. ADP has created a supportive and engaging work environment, which made me feel motivated, satisfied, and empowered me perform at my best. By Himanshu Ojha “Quality management is just as important as the overall efficiency of the company. If a professional does not provide a quality product or service, then customers look for alternatives for their needs and goals” “Be Clear About Your Definition Of Success” 40 UNDER402022
46 BW PEOPLE APRIL-MAY 2023 WWW.BWPEOPLE.COM › Leading people through strategies that drive excellence at the workplace crucial to an HR manager’s role says Kiran Ahuja, Director, Talent Acquisition, Smith & Nephew For Kiran Ahuja, challenges at work are an opportunity to build something. Be it managing a crisis or human problems at work, her focus has always been on leading people through strategies that drive change, growth and excellence. She credits a big chunk of her success as an HR leader to her organisation for giving her the opportunities to work in complex work environments. “My organisation has given me a career path full of critical experiences through various roles within the wider HR domain, she says. Applying people strategies at work Dwelling upon what has worked for her, Ahuja stresses on the importance of purpose-driven communication between everyone in the organisation. As an HR leader, she is driven by her responsibility to enable employees to become the best version of themselves. She also believes that keeping a human touch to solving employee issues builds trust and a sense of ownership amongst employees. “To the team, I have always provided clarity in terms of the 3 W’s – why, what and when– to help each one understand every situation and the steps they need to take to overcome the challenges.” In her view, the current generation of workers want flexibility and her effort remains directed towards tying the workforce through a common set of values and beliefs. For her, striking the right balance without having to enforce any norms is critical to achieving individual and organisational goals in the longer run. Building a talent pool crucial Part of BW People 40 Under 40 Awards for HR excellence, her dream is to make her organisation an Amazon for talent. “It will be a platform where every employee owns his career journey – showcase their strengths, buy into skill building projects, give and get feedback,” she explains. While she remains focused on building a more inclusive workplace, she is also working towards leveraging AI to enable the new world of work. Her long-term goal, if you may ask, is to strengthen the employee proposition and make Smith and Nephew an employer of choice for everyone. By Krishnendra Joshi “To the team, I have always provided clarity in terms of the 3 W’s – why, what and when – to help each one understand every situation and the steps they need to take to overcome the challenges.” “Keeping a Human Touch Crucial To Success” 40 UNDER 40 2022
WWW.BWPEOPLE.COM BW PEOPLE E APRIL-MAY 2023 47 › Lionel Paul David, Workforce Head and Regional HRBP – India & Asia Pacific region, Stellantis describes how he learned the art of dealing with crises and developed the skills and competencies required to navigate through these situations 40UNDER402022 How have you successfully accomplished the task of managing an entire organisation during times of crisis? A few weeks into my first job, the managing director of startup I had joined told me that his partner had decided to split the company and he would be taking the key people with him but he gets to retain the others along with the brand. After the first exodus, the few key people he was allowed to retain decided to quit. Since I was keen to step up and support the organisation during this crisis, I became the face of the organisation along with the MD and COO, thanks to their faith in me. My primary focus was to demonstrate my belief in the turnaround through my actions to my colleagues and stakeholders. This nudged several team members to start committing to focused efforts in making things work. The situation allowed me to naturally emerge as a leader and become a key member to direct the turnaround. It took about three months for the organisation to get back to the same level before the split, post which we started to see accelerated growth. The lesson from these crisis situations that has remained By Himanshu Ojha “We are focusing on building a digital mindset, identifying and leveraging synergies to break silos and increase efficiency, strengthen processes to deliver value at scale” with me is ‘what doesn’t break you, shapes you and every crisis bring great opportunities.’ What are the key areas that you intend to focus on for your organisation to run effectively and efficiently? The last couple of years allowed us to define and demonstrate who we are and what we stand for in an agile/nimble way. We are focusing on building a digital mindset, identifying and leveraging synergies to break silos and increase efficiency, strengthen processes to deliver value at scale. For the organisation to run effectively, we focus on enabling talent to occupy critical roles. We have created a talent ecosystem which allows talent to express their aspirations and identify opportunities that align with it. What strategies do you believe in to solve employees’ problems and achieve an organisation’s goal? The ambiguity of modern workplace creates the need for HR professionals to deal with paradox. The more adept paradox navigators HR professionals are, the better they are at solving employee problems while achieving an organisation’s goal. Having the ability to disagree without being disagreeable by demonstrating a socially endearing behaviour and being anchored in values are important. “What Doesn’t Break You, Shapes You”
48 BW PEOPLE APRIL-MAY 2023 WWW.BWPEOPLE.COM › Neha Rana Dutta, CHRO, Espire Hospitality Group emphasises that cutting down on staff is not the answer during crises, and that organisations have commitment to developing manpower Understanding that employees are the essence of any business, Neha Rana Dutta takes into consideration the vulnerability of her employees. She firmly believes that reducing payroll is not the solution to crisis situations, as it negatively impacts the organisation’s goodwill. Leader for a reason Dutta’s strategy as a leader is to shift the focus from under-staffing to multi-skilling, recognising the importance of a skilled workforce in today’s industry. In times of crisis, she prioritises the development of its employees’ skills require less manpower to operate efficiently. Dutta believes, “As such, we believe that every organisation must make a commitment to work on the development of the colleagues and eliminate the emphasis on quantity over quality.” In the wake of the pandemic, there has been a growing desire among job seekers to remain close to their hometowns. To attract and retain talent, it is imperative that organisations prioritise sourcing talent from the local community. “Our recruitment strategy is centred around identifying young talent with long-term potential. We believe in investing By Sugandh Bahl Vij “We believe in investing in raw talent and providing them with the training and support necessary to succeed in their roles and grow with our organisation” in raw talent and providing them with the training and support necessary to succeed in their roles and grow with our organisation.” In such uncertain times, Dutta feels that it is crucial for recruitment mechanisms to be agile and adaptable to ensure businesses can navigate the ever-fluctuating market. Hence, in the wake of the pandemic, Dutta’s concept of ‘Build Back Better’ that emphasises sustainability and resilience in economic recovery efforts has gained prominence. As such, understanding sustainability practices has become a crucial skill for executive-level hiring and beyond, as it enables businesses to safeguard long-term prosperity and make post-pandemic economic recovery more robust and durable. Self-belief Dutta, having won an award at BW People’s 40 Under 40 Award, this year dedicates her achievements to her father, who she believes has instilled in her a sense of curiosity and inquisitiveness, which has helped her explore various interest areas. “He taught me to value myself and to speak my mind, and his perseverance and passion have shaped me into the person I am today,” asserted the 40 under 40 winner. Lastly, she also wants to speak out to the world, “Self-affirmation is crucial for women leaders. Instead of constantly seeking acceptance from society or the opposite gender, they should recognise their own worth and value.” Belief in ‘Build Back Better’ 40 UNDER 40 2022
WWW.BWPEOPLE.COM BW PEOPLE E APRIL-MAY 2023 49 › Neha Singh, People & Culture Strategist, Chegg India believes that her mentors, teammates and colleagues have always inspired her to be a better version of herself in every situation 40 UNDER 402022 What are the key areas that you intend to focus on for your organisation to run effectively and efficiently? I believe an engaged workforce is more productive and motivated, and feels more aligned to the organisational goals, and hence a great employee experience is key. Some areas that have been the focus point are benchmarking our roles to other organisations. We have a right employee value proposition that starts with our compensation strategy, keeping in mind the overall wellbeing of our people, so that they can thrive and maintain a work- life balance. The focus on employee wellness at Chegg has been paramount with avenues like a great insurance portfolio, including employee insurance, parental insurance, critical illness insurance or doctor on call or, proving our people with fitness subscriptions like Cultfit amongst many others. Focusing on acknowledging and leveraging our diverse workforce has been another key aspect. This ensures that everyone can take an active role in creating a more diverse and inclusive work culture. What are some of the biggest challenges you have faced in your HR career, and how did By Sugandh Bahl Vij “There are miles to go in the effort to break the glass ceiling and to be at an equal pace with our male counterparts since they do not face the similar challenges in their professional lives” you overcome them? The biggest challenge in my HR journey has been the shift between being a working professional and managing the motherhood phase and the whole transition to new normal for a working mother. This challenge also stems from the previous experiences in my career, wherein there have been instances where I received outstanding ratings in my reviews. However, my incremental increase is very minimal due to the upcoming maternity break, which clearly did not add up to my ratings. These challenges still make me realise that there are miles to go in the effort to break the glass ceiling and to be at an equal pace with our male counterparts since they do not face the similar challenges in their professional lives. What are some of the problems you encounter, especially in the ‘next normal’, and how do you tackle them? With the new normal being so dynamic, there is a constant need to evolve our policies, strategies and techniques to adapt to it. With the new-age GenZ and millennials having quite different expectations from their careers and being so volatile with their choices, there remains a constant need to provide them growth and opportunities through upskilling them with defined career paths and realigning them with the right opportunities as per their career aspirations. “An Engaged Workforce Is More Productive”
50 BW PEOPLE APRIL-MAY 2023 WWW.BWPEOPLE.COM › Neha Singh, Head - Talent Acquisition, Vedanta Cairn Oil & Gas says she has handled multiple roles within Cairn and describes how she overcame initial challenges in this role 40 UNDER 40 2022 I n a career spanning 15 years, Neha Singh was an audit professional for the most part of her professional journey. When she transitioned to the HR domain at Cairn, it was an entirely different ball game for her. Acceptance challenge Being new to HR, ‘acceptance’ was the biggest challenge she faced. By her own admission, people had preconceived notions about her working style and the background she came from. But nothing deterred this bright HR leader in the making. Not only did her continuous effort to create a more inclusive environment pay rich dividends but also her ability to remain open to 360-degree feedback worked wonders for her to forge a new path. She also credits a large chunk of her success to the leadership group at Cairn. “I have handled multiple roles within Cairn before moving to HR. It has not only made me a better professional but also prepared me to take versatile roles. I believe there would be very few organisations that would be comfortable in giving their employees such varied roles and allowing them to explore their true potential,” she says. By Krishnendra Joshi “I believe there would be very few organisations that would be comfortable in giving their employees such varied roles and allowing them to explore their true potential” Mantra for success Part of the elite club of BW People 40 Under 40 achievers in HR excellence, Singh is a problem solver at heart. As an HR professional, she believes that it is her prime responsibility to hold everyone together and focus on the ultimate objective with calmness and positivity. For her, achieving success as an HR manager trickles down to her appetite for hard work and her ability to always remain humble. While she remains committed to learning and developing the best HR practices at Cairn, building an employee-centric culture is at the centre of everything she does. “In the short run, I would like to focus on streamlining the processes, working towards automation, and inducting digital best practices. In the long run, my focus would be on building a more DEI culture, succession planning, building L&D strategy for enhancing employee engagement and focussing on improving employee mental wellbeing,” she explains. “Versatility & ProblemSolving Key To Success”