BW People Sep - Oct 2023

PRIME RNI Code No. DELENG19762 | Sept-Oct 2023 | Rs.300/ Volume 3 Issue 3 | Bi-Monthly | Published from Delhi in English RUCHI SHARMA KALRA HARSHVENDRA SOIN FARZANA ADENWALLA ARCHANA CHADHA PREETHI RAMNARAYAN KAPIL TAKKALAPALLY SOURABH DEORAH ADITI MUKHERJEE DILLIP KUMAR PATEL MANU WADHWA BIPLAB BAKSHI AARTI SRIVASTAVA SHOBANA PRIYA VINAY RAZDAN As HR role evolves to encompass more sensitive responsibilities, CHROs steer their teams with agility, compassion and empathy 8th 2023 PREM SINGH SY SIDDIQUI ANDLEEB JAIN ROLI SINGH DEEPSHIKHA MUKERJI PRIYANKA MOHANTY BHAVYA MISRA

#FutureofFinance NOMINATE NOW OCTOBER 2023 Scan for Nomination Meet the Trust Builder & Change Makers In Association With Presents Future Finance SUMMIT of FINANCE NITIN PAREKH Group CFO Zydus Lifesciences DR. ANNURAG BATRA Chairman & Editor-in-Chief BW Businessworld & Founder, exchange4media KAPIL MANTRI EVP & Head of Corporate Strategy and M&A Jindal Steel & Power Ltd. PANKAJ VASANI Group CFO Cube Highways InvIT SANJAY UPADHYAY Director-Finance & Group CFO Deepak Nitrite Limited DHARMENDER TUTEJA CFO Dalmia Bharat Ltd. & Dalmia Cement (Bharat) SAMEER MADAN Director-Finance Agilent Technologies SANTANU ACHARYA GM-Finance NIXI (National Internet Exchange of India) & Director- Nixi-CSC Data Services Ltd NOOR FATHIMA WARSIA Group Editorial Director BW Businessworld TALEES RIZVI Director BW People & BW CFO World Community VINOD KUMAR MISHRA Director (Finance) Petronet LNG Limited MAMTA JANAK GORE Finance Director, Controller South East Asia Region 3M POORNIMA SUBRAMANIAN CFO Reliance Nippon Life Insurance JURY MEMBERS For Nominations: Akash Kumar Pandey +91 78989 08944 [email protected] For Speakership and Partnership: Reeti Gupta +91 98996 10630 [email protected] KNOWLEDGE PARTNER EVENT PARTNERS

PRIME RNI Code No. DELENG19762 | Sept-Oct 2023 | Rs.300/ Volume 3 Issue 3 | Bi-Monthly | Published from Delhi in English UPSKILLING & TRAINING, TOPMOST ON CHROS’ MINDS George W Taylor Professor Of Management, Director - Center for Human Resources, The Wharton School and Professor of Education, University of Pennsylvania, on the pitfalls of ignoring training needs of employees PETER CAPPELLI Vice President of People Analytics, HCM Tech & Innovation at Oracle, on the complementing roles of AI and human intelligence GUY WATERMAN CHRO, Crompton Greaves Consumer Electricals, on the need to upskill HR professionals to harness the opportunities created by AI PRASANTH NAIR Global HR Leader DTS & India HR Head, HARMAN International, on why a robust framework for upskilling in AI, ML, cyber security and quantum will pay dividends ARPPNA MEHRA

EDITOR’S NOTE 4 BW PEOPLE PRIMESEPTEMBER-OCTOBER2023 WWW.BWPEOPLE.COM While the corporate landscape in India and around the world is standing at the intersection of tech innovation and constant change, the value and potential of human capital remain the most consistent catalyst for success. This edition of BW People Magazine themed ‘Excellence in Human Capital’, is a tribute to that immutable asset – the very essence and lifeline of every organisation. Human capital is more than just a buzzword; it’s the aggregation of skills, knowledge and experience that resides within an organisation’s workforce. When nurtured, this capital doesn’t just add value; it multiplies it. The stories, interviews and insights within these pages are a testament to the power and potential of people when they are guided by a purpose, armed with the right tools and motivated by a culture that recognises and rewards excellence. From leveraging people analytics to getting the best out of people, we dive deep into the strategies that champion human-centric workplace culture. Our spotlight interviews bring to the fore leaders and organisations that have truly epitomised the theme, showcasing their triumphs, challenges and the innovative strategies they have employed to unlock the potential of their workforce. Besides candid conversations with top CHROs, the issue also features columns and on some of the most burgeoning business and HR issues in recent times. While talks around use of generative AI at workplaces have dominated the dinner table discussions in corporate circles of late, themes like D&I and upskilling are slowly and steadily becoming a part of the corporate DNA. In the second part of the special edition, we celebrate the winners of the eighth edition of BW People HR Excellence Awards 2023. We strongly believe that recognition fuels excellence. This award is a step toward celebrating the changemakers in the HR function who have created a transformative impact in business outcomes through game-changing HR and organisational strategies. As you flip the pages, whether you are a seasoned HR veteran, an aspiring leader or someone with a keen interest in the dynamics of human resources, our hope is that you find inspiration, gain insights and most importantly, recognise the boundless opportunities that arise when organisations treat their human capital not as a resource, but as a cherished treasure. Here’s to the enduring spirit of human excellence! Happy Reading ANURAG BATRA [email protected] Human Capital, The Lifeline Of Every Organisation

CASE STUDY TOPICS INCLUDE Share the HR success story of your company in the esteemed BW People HR Compendium from the House of BW Businessworld Become a part of this unique collection that highlights outstanding accomplishments and cutting-edge HR practises. Innovative HR Strategies Employee Engagement Relations Industrial Relations Performance Management Learning and Development Compensation & Benefits Policy & Compliance HR Technology Employee Wellness & Safety Organizational Development Talent Management Diversity equity Inclusion Academic Research & More SUBMIT YOUR ABSTRACT INVITING CASE STUDIES FOR THE BW PEOPLE HR COMPENDIUM Unlocking HR Excellence { Premier Case Studies { From the house of: #BWPeopleHRCompendium fifffflffiflffl fiflffff Join us as we use our collective knowledge to shape the future of HR CALL FOR CASE STUDIES For Nominations: Akash Kumar Pandey +91 7898908944 [email protected] Ashish Kumar | +91 97179 22747 [email protected] Aditi Rawat | +91 9873431912 [email protected] For Speaking Opportunity: Reeti Gupta | +91 98996 10630 [email protected] For Sponsorship: Aparna Sengupta | [email protected] | +91 9958000128 Anjeet Trivedi | [email protected] | +91 9818122217 CS Rajaraman | [email protected] | +91 9342262859 Deepak Bhatt | [email protected] | +91 9429423232 Kiran Dedhia | [email protected] | +91 9833399009 Rajeev Chauhan | [email protected] | +91 9811820301 Ravi Khatri | [email protected] | +91 9891315715 Sajjad Mohammad | [email protected] | +91 9911855935 Saurabh Jain | [email protected] | +91 9911334633 Shruti Arora | [email protected] | +91 79826 28913 Somyajit Sengupta | [email protected] | +91 9818247444 For Community Collaboration: Talees Rizvi | [email protected] | +91 93106 34007 EVENT PARTNERS

6 BW PEOPLE PRIME SEPTEMBER-OCTOBER2023 WWW.BWPEOPLE.COM BW Businessworld Media Private Limited EDITORIAL OFFICES BW Businessworld Media Pvt. Ltd. 74-75, Scindia House, Connaught Place, New Delhi-110001 Phone: 9818063325 ADVERTISEMENT/CIRCULATION / SUBSCRIPTION ENQUIRIES BW Businessworld Media Pvt. Ltd. 74-75, Scindia House, Connaught Place, New Delhi-110001 Phone: 9818063325 SUBSCRIPTION SERVICE Vinod Kumar +91 9810961195, [email protected], [email protected] HUMAN RESOURCES: Namrata Tripathi ([email protected]) LEGAL ADVISOR: Sudhir Mishra (Trust Legal) GROUP CHAIRMAN: Dr. ANNURAG BATRA CEO, BW COMMUNITIES Bhuvanesh Khanna CEO & CHIEF INNOVATION OFFICER Hoshie Ghaswalla (CEO-BW Engage) DIRECTOR: Prasar Sharma DIRECTOR, BW PEOPLE: Talees Rizvi ([email protected]) BW PEOPLE TEAM: Reeti Gupta, Ashish Kumar GROUP SR. VICE PRESIDENT - STRATEGY, OPERATIONS & MARKETING Tanvie Ahuja ([email protected]) CEO, BW HEALTHCARE WORLD & BW WELLBEING WORLD: Harbinder Narula DIRECTOR, ADVERTISING & REVENUE: Aparna Sengupta VICE PRESIDENT STRATEGIC PROJECTS: Uday Laroia MARKETING & DESIGN TEAM: Kartikay Koomar, Mohd. Salman Ali, Moksha Khimasiya, Shweta Boyal, Alka Rawat, Arti Chhipa, Sunny Anand Asst Manager - Design: Kuldeep Kumar EVENTS TEAM: Tarun Ahuja, Devika Kundu Sengupta, Pawan Sharma, Preksha Jain, Akash Kumar Pandey, Mohd. Arshad Reza, Sneha Sinha, Nandni Sharma, Nivish Singh, Mahek Surti, Atul Joshi, Mir Salika, Biren Singho, Abhishek Verma, Neeraj Verma, Prashant Kumar, Mayank Kumar SALES TEAM NORTH: Ravi Khatri, Anjeet Trivedi, Rajeev Chauhan, Amit Bhasin, Somyajit Sengupta, Priyanshi Khandelwal, Sajjad Mohammad WEST: Kiran Dedhia, Nilesh Argekar SOUTH: C S Rajaraman BW COMMUNITIES BUSINESS LEADS Priya Saraf (BW Education), Gareema Ahuja (BW LegalWorld), Chetan Mehra (BW Disrupt) CIRCULATION TEAM General Manager - Circulation, Subscription & Sales: Vinod Kumar ([email protected]) NORTH-EAST: Vijay Kumar Mishra, Mukhtadir Malik, Kamlesh Prasad WEST: Gorakshanath Sanap SOUTH: Sarvothama Nayak K Production Manager: Shiv Singh FINANCE TEAM Ankit Kumar, Ishwar Sharma, Shrikant Sharma, Vijay Jangra IT SUPPORT: Brijender Wahal ADMIN SUPPORT: Assistant to Chairman & Editor-in-Chief: Aman Mishra ([email protected]) VOLUME 03 | ISSUE 3 | SEPT-OCT 2023 GROUP EDITORIAL DIRECTOR Noor Fathima Warsia BW PEOPLE Sr. Associate Editor: Meha Mathur Editorial Leads: Sugandh Bahl Vij, Krishnendra Joshi, Savi Khanna Jr. Correspondents: Himanshu Ojha, Shruti Tripathi Senior Copy Editor: Upasana Art Director: Shivaji Sengupta EXECUTIVE EDITOR: Suman K. Jha EDITORIAL TEAM Sr. Associate Editors: Ashish Sinha, Jyotsna Sharma Assistant Editor: Tarannum Manjul Sr. Correspondents: Rohit Chintapali, Deep Majumdar Correspondents: Abhishek Sharma, Arjun Yadav DESK TEAM Deputy Editor: Mukul Rai Associate Editors: Madhumita Chakraborty; Smita Kulshreshth ART TEAM Art Directors: Dinesh Banduni, Shiv Kumar Assistant Art Director: Rajinder Kumar Infographics & Data Visualiser: Arun Kumar Assistant Images Editor: Sanjay Jakhmola PHOTO TEAM Sr. Photo Researcher: Kamal Kumar BW ONLINE: Assistant Editor: Poonam Singh VIDEO EDITORIAL TEAM Video Team: Anurag Giri, Pappu Kumar Singh, Sunny Kumar Paswan Sr. Cameraperson: Ratneshwar Kumar Singh BW APPLAUSE & EVERYTHING EXPERIENTIAL: Ruhail Amin BW AUTO WORLD: Utkarsh Agarwal BW DISRUPT: Resham Suhail BW EDUCATION: Upasana BW HEALTHCARE WORLD: Shivam Tyagi , Bhupendra Paintola BW HOTELIER: Editor: Saurabh Tankha Editorial Lead: Bulbul Dhawan Operations Controller: Ajith Kumar LR BW LEGAL WORLD: Editorial Lead: Kaustubh Mehta BW MARKETING WORLD: Soumya Sehgal, Reema Bhaduri BW WELLBEING: Kavi Bhandari VC WORLD: Nitesh Kumar BW SECURITYWORLD: Shilpa Chandel BW POLICE WORLD: Ujjawala Nayudu BW Businessworld does not accept responsibility for returning unsolicited manuscripts and photographs. All unsolicited material should be accompanied by self-addressed envelopes and sufficient postage. Published and printed by Annurag Batra for and on behalf of the owners, BW Businessworld Media Private Limited. Published at 74-75, Scindia House, Connaught Place, New Delhi-110001, and printed at Sundeep Press, New Delhi. Editor : Annurag Batra. © Reproduction in whole or in part without written permission of the publisher is prohibited. All rights reserved.

COMMEMORATING STEPS TOWARDS AN INCLUSIVE PLANET SUMMIT & AWARDS 2023 BWPEOPLEDEI BWPEOPLEDEI NOMINATE NOW DEI INITIATIVE AWARDS DEI LEADERSHIP AWARDS DEI Strategy Award HR DEI Awards Employee Network Award Women Advancement Award Disability Inclusion Award DEI Pioneering Initiative Award Social Inclusion Award DEI Business Leader Award Advancing Gender Equality Award Advancing LGBTIQA+ Inclusion Award Diversity Ally of the Year Best DEI Consultancy Outstanding Diversity Network Holistic Inclusion Workspace Award Best Diversity Employer Inspirational Role Model of the Year DEI Business Leader Award HR Champion of the Year in DEI DEI Champion of Change Award Lifetime Achievement (Jury Choice) AWARD CATEGORIES For Nominations: Akash Kumar Pandey | +91 7898908944 | [email protected] Ashish Kumar | +91 97179 22747 | [email protected] Aditi Rawat | +91 9873431912 | [email protected] For Speaking Opportunity: Reeti Gupta | +91 98996 10630 | [email protected] For Sponsorship: Aparna Sengupta | [email protected] | +91 9958000128 Anjeet Trivedi | [email protected] | +91 9818122217 CS Rajaraman | [email protected] | +91 9342262859 Deepak Bhatt | [email protected] | +91 9429423232 Kiran Dedhia | [email protected] | +91 9833399009 Rajeev Chauhan | [email protected] | +91 9811820301 Ravi Khatri | [email protected] | +91 9891315715 Sajjad Mohammad | [email protected] | +91 9911855935 Saurabh Jain | [email protected] | +91 9911334633 Shruti Arora | [email protected] | +91 79826 28913 Somyajit Sengupta | [email protected] | +91 9818247444 For Community Collaboration: Talees Rizvi | [email protected] | +91 93106 34007

8 BW PEOPLE PRIME SEPTEMBER - OCTOBER 2023 WWW.BWPEOPLE.COM CONTENTS SEPT-OCT 2023 HR EXCELLENCE AWARDS AND EVENT Recognising the stellar initiatives of CHROs and other domain experts in HR, who pour their heart and soul, and their expertise, into creating an impact on the workplaces PREM SINGH SY SIDDIQUI HARSHVENDRA SOIN RUCHI SHARMA KALRA FARZANA ADENWALLA BHAVYA MISRA ARCHANA CHADHA ANDLEEB JAIN DEEPSHIKHA MUKERJI PRIYANKA MOHANTY ROLI SINGH SOURABH DEORAH ADITI MUKHERJEE DILLIP KUMAR PATEL MANU WADHWA BIPLAB BAKSHI PREETHI RAMNARAYAN AARTI SRIVASTAVA SHOBANA PRIYA VINAY RAZDAN KAPIL TAKKALAPALLY 28

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER - OCTOBER 2023 9 20 24 78 82 80 86 76 22 10 13 Covers’ design: Shivaji Sengupta TOTAL NO. OF PAGES: INCLUDING COVER 92 REGULARS PERSPECTIVES JOTTINGS APPOINTMENTS 88 LAST WORD NIDHI BHASIN CEO, NASSCOM Foundation on real-world actions for D&I GUY WATERMAN Vice President of People Analytics, HCM Tech & Innovation at Oracle, on generative AI’s potential PRASANTH NAIR CHRO, Crompton Greaves Consumer Electricals, on HR function’s transformation from a pure Personnel function to a strategic driver of business success NIMISHA DAS Senior Director HR, Kellogg South Asia, on removing pay parity gap PETER CAPPELLI George W Taylor Professor of Management, Director - Center for Human Resources, The Wharton School and Professor of Education, University of Pennsylvania, on the relentless focus on finance hurting employees RAJEEV RASTOGI Vice President of International Machine Learning at Amazon, on how machine learning is poised to revolutionise workplace trends ARPPNA MEHRA Vice President, HR, Global Digital Transformation and HR head of HARMAN India, on investing in digital skills SUNITHA LAL CHRO, Ather Energy, on enabling culture change in organisation MANU ARORA HR Head, Magicbricks, on 4C Strategy To Nurture Talent

JOTTINGS 10 BW PEOPLE PRIME SEPTEMBER - OCTOBER 2023 WWW.BWPEOPLE.COM X (previously Twitter), the social media giant owned by billionaire Elon Musk, is facing 2,200 arbitration suits from former workers. According to CNBC report citing court documents, the case is Chris Woodfield versus Twitter, X Corporation and Elon Musk (No. 1:23-cv-780- CFC). Woodfield, a former senior network engineer at Twitter, was based in the company’s Seattle headquarters. He says that the social media behemoth promised and then failed to pay his severance and even delayed alternative dispute resolution by neglecting to pay the JAMS arbitration system fees. Lawyers for X have argued that because the firm did not push these employees to resolve disputes through arbitration, they should not be required to pay a significant percentage of the filing expenses. Meanwhile, Woodfield and other former employees are attempting to avoid arbitration and take their cases to court, according to CNBC. Given that JAMS has elected to apply its base fees to the 2,200 arbitrations against X, the filing fees alone would amount to 3.5 million dollars, with further expenses certain to follow. Former Twitter employees claim that X/Twitter failed to pay the required filing fees for at least 891 arbitration claims after compelling them to agree to arbitrate their problems in return for severance pay. According to a survey published by job search website Adzuna, the UK jobs market showed a marginal decline in July. The number of vacancies fell by 1.1 per cent in July, the first monthly decline since January 2023. The average advertised salary showed a decline of 0.15 per cent, the first decline since March 2023. While rising interest rates and an increase in the cost of living have been said to be contributing factors, the Ukraine-Russia war has not helped the cause either. As the report points out, there is a silver lining to the labour market in the UK, as employers are on the lookout for candidates to fill job roles. Punjab chief minister Bhagwant Mann handed over appointment letters to 710 newly hired patwaris on September 8. The move comes a week after revenue officials announced a boycott of “additional” tasks they are expected to perform. Mann also announced an increase in the monthly training payment for under-trained patwaris from Rs 5,000 to Rs 18,000, effective immediately. Mann, in an official statement, stated that it is sad that certain people find pleasure in causing inconvenience in the name of pen-down strikes in order to defend their “corrupt colleagues”. Mann called this “unwarranted and undesirable” since the state government will not compromise with the ordinary man’s interests. Among the 710 newly recruited patwaris are 201 women. X Sued By Former Employees Over Severance Pay UK Job Market Shows Marginal Decline In July Punjab CM Bhagwant Mann Appoints 710 Revenue Officials

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER - OCTOBER 2023 11 Days before the Rakhi celebration, Madhya Pradesh Chief Minister Shivraj Singh Chouhan increased the financial assistance granted to women under the LadliBehna Scheme from Rs 1,000 to Rs 1,250 per month on August 27, according to a media report. Apart from this, the MP CM also declared 35 per cent reservation for them in government posts. According to government data, a total of 3,628.85 crore has been distributed as financial aid to eligible women under the LadliBehna Yojana, which began on June 10 this year. Women between the ages of 23 and 60 who are not income taxpayers and have an annual family income of less than 2.5 lakh, receive Rs 1,000 a month under the scheme. The Kerala High Court ruled that an employee who quits the service due to retirement, voluntary or otherwise, or resignation has no vested right to seek leave encashment unless otherwise permitted by statute or by norms or rules governing working conditions. The Division Bench, comprising Justice Alexander Thomas and Justice C Jayachandran, issued the judgement while hearing an appeal against a Single Judge’s decision ordering a corporation to pay out leave encashment to a resigned employee. According to the court, retirement, whether voluntary or through superannuation, is a requirement for receiving the benefit of earned leave under existing norms and laws. MP Govt Declares 35% Reservation For Women In Govt Posts Google Cloud And ChatGPT Dominate Emerging Skills Demand In India Resignation Does Not Entitle Employees To Claim Leave Encashment: Kerala HC Udemy, a company dedicated to improving lives through learning, released its Q2 2023 Workplace Learning Index, a quarterly report highlighting skills that are growing in demand among today’s professionals. Google Cloud (515 per cent increase) is seeing demand surge, as professionals seek to master cloud technologies for efficient data management, scalable solutions and innovative business operations amid digital transformation. ChatGPT (504 per cent increase) has emerged as a significant theme, marking the second largest jump in course consumption among Indian learners in Q2. Design Thinking (145 per cent increase) is experiencing rising demand as professionals strive to leverage its potential for fostering innovation, problem-solving, and user-centric solutions, aligning seamlessly with India’s dynamic business landscape. Google Cloud 515% increase 504% increase 145% increase ChatGPT Design Thinking

JOTTINGS 12 BW PEOPLE PRIME SEPTEMBER - OCTOBER 2023 WWW.BWPEOPLE.COM Tata Power, one of India’s oldest integrated power companies, has been onboarding a large number of freshers every year with a vision to support the power of young talent. The organisation welcomes more than 500 fresh graduates every year powering the green transition. On July 16, 2023, the organisation, along with 40 freshers, trekked along the Walwan Lake which powers Mumbai’s first hydropower plant, set up in Khopoli in 1915. The group of freshers was led by Praveer Sinha, CEO & Managing Director, Tata Power and Himal Tewari, Chief Human Resource Officer, Tata Power. The company envisioned the adventure to instil valDemand for talent with tech skills such as Development, SAP, Automotive Design, Testing and Infra Support, among others, has seen a surge in Q1FY24. A ‘Skills Report’ published by Quess Corp on the future of work in India states that upskilling across industries has been a strategy adopted by companies over the last year to bridge the emerging skill gap in India. “Amid macroeconomic headwinds affecting the US and Europe, the IT services sector faces a downward hiring trend of 25- 30 per cent. However, this situation has opened up new opportunities and with GCCs ramping up talent acquisition and projecting an estimated employee strength of 1.4 million, hiring is likely to increase by 10 per cent,” said Vijay Sivaram, CEO, Quess IT Staffing. Hiring activity across India was primarily dominated by IT Hubs in Karnataka, Maharashtra, Tamil Nadu, Telangana and Haryana. Remote working mandates and improved data services infra have enabled an upswing in hiring across Tier 2 and 3 cities, particularly in e-commerce and financial services firms. “We have deployed associate in cities like Jaipur, Coimbatore, Indore, Kochi, Gulmarg, Siliguri and more,” he said. Tata Power CEO, CHRO Lead Trek To Enlighten Freshers GCC Hiring Flourishes While Digital Skills Remain High in Demand ues of resilience, risk-taking and perseverance among the young talent. Sinha viewed this as an opportunity to enlighten the freshers about clean, affordable and abundant power at the place of the plant’s inception. The seven-hour-long employee engagement activity proved to be a great medium for the freshers to connect with the top management. The new recruits were also handed a bag of seeds to disperse along the trail. This move allowed the freshers to understand the construction, architecture and engineering of the Walwan Lake, Shirota Lake and Kundali River and highlighted the importance of employee engagement initiatives for a better understanding of real-time concepts.

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER - OCTOBER 2023 13 APPOINTMENTS Reliance Succession Plan: Ambani Kids On Board, Nita Ambani Steps Down Kotak Mahindra Bank’s MD & CEO Uday Kotak Resigns Mukesh Ambani, Asia’s richest man, began implementing a succession plan for Reliance Industries in August end, appointing his three children Isha, Akash and Anant to the company’s Board of Directors. Until now, the three children had only been active at the operational level, with none serving on the board of India’s largest listed corporation. Reliance’s Board of Directors met ahead of the company’s annual general meeting to ratify the appointment of twins Isha and Akash, as well as Anant, as ‘non-executive directors of the company’, according to a stock exchange filing. Last year, the 66-year-old tycoon made way for his first-born son, Akash Ambani, to become chairman of Reliance JioInfocomm, India’s largest mobile carrier. JioInfocomm is a subsidiary of Jio Platforms, which is owned by Meta and Google and is still chaired by Mukesh. Jio Platforms is owned by Reliance Industries. Reliance said in a statement that their “appointment will take effect from the date they assume office after approval by the shareholders.” Reliance is seeking shareholder approval to extend Mukesh’s five-year tenure till April 2029. I n a regulatory statement, Kotak Mahindra Bank stated that Uday Kotak has stepped down as managing director and chief executive officer of the bank, effective September 1, 2023, on account of his resignation being accepted by the bank’s board. The company also stated that, as an interim measure, Dipak Gupta, the joint managing director, will assume the functions of MD and CEO until December 31, 2023, subject to the consent of the Reserve Bank of India and the bank’s members. Post the announcement, Uday Kotak took to X stating, “Succession at Kotak Mahindra Bank has been foremost on my mind, since our chairNita, his wife, was a director on the Board until resigning to make room for the children. man, myself and Joint MD are all required to step down by year end. I am keen to ensure smooth transition by sequencing these departures. I initiate this process now and step down voluntarily as CEO.” “As founder, I am deeply attached to brand Kotak and will continue to serve the institution as non-executive director and significant shareholder. We have an outstanding management team to carry the legacy forward. Founders go away, but the institution flourishes into perpetuity,” he added. Bloomberg reported in February that the board has hired consulting firm EgonZehnder to spearhead a global hunt for a chief executive officer to succeed its billionaire founder Kotak.

14 BW PEOPLE PRIME SEPTEMBER - OCTOBER 2023 WWW.BWPEOPLE.COM Arnab Pal has been promoted to executive director - HR, Hindi entertainment & regional East and central functions after serving as director - HR - studios and Hindi entertainment, kids and infotainment channels, Disney Star for almost four years. Pal began his professional career as a management trainee with Mphasis BPO in 2005. He joined Reliance Industries as HRBP a year later. Then came two brief spells as manager - human resources at i-maritime consultant and managing partner - search business at Paradigms Unlimited. He joined Thermo Fisher Scientific in 2009 as a manager of human resources. Pal moved on to Fourcee Infrastructure Equipments as associate vice president and head of human resources after managing complete company HR for two divisions, including a manufacturing plant, for over two years. In 2011, he worked as an associate vice president and head of human resources at Digicable Network India in Mumbai. Pal began his career with Disney Star in 2012 as a senior manager and HRBP - ad sales. APPOINTMENTS Poonam Burman Elevated To Interim HR Director At Unilever Sri Lanka Arnab Pal Elevated To Executive Director - HR At Disney Star Poonam Burman has been promoted to interim HR director at Unilever Sri Lanka and category HR head South Asia - Beauty, Wellbeing and Personal Care Business Group. She has been with Unilever since 2018, when she started as CHRMHome Care Category, based in Hyderabad. She was promoted to company HR head Beauty Wellbeing and Personal Care Business Group in less than five years. Her first job was with Hindustan Motors as a deputy manager in HR. She worked there for eight years before going to JayaShree Textiles, Grasim Industries, in 2004 as human resources development manager. After nine months in this position, she moved on to Indian Oiltanking as senior HR manager, where she stayed for nearly three years. Her next stop was Orica, where she worked as the head of human resources for almost four years. She first joined Unilever’s UHRM, situated in Kolkata, in 2012 and stayed for just over two years. In 2014, she joined Lexmark as the country human resources manager. She joined Haldia Petrochemicals in 2016 as senior general manager and head of corporate HR. She was back at Unilever after a year and eight months.

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER - OCTOBER 2023 15 Freshworks Appoints Johanna Jackman As CPO R Dinesh Takes Over As Chairman Of TVS Supply Chain Solutions Freshworks has appointed Johanna Jackman as the new Chief People Officer (CPO). She joins the executive team and reports to CEO Girish Mathrubootham and President Dennis Woodside and will be responsible for the global human resources strategy and operations, which oversees HR business partnerships, talent acquisition and employee development, facilities, compensation and benefits, corporate social responsibility programmes and diversity, equity and inclusion strategy. “Freshworks has incredible potential to become a multi-billion-dollar software company and I am excited to join the leadership team to elevate its already strong company culture and include our current and future employees in the journey as we scale,” said Johanna Jackman. A global executive who focusses on driving business impact, she has led people teams at Pure Storage, LinkedIn, Microsoft and most recently served as Chief People Officer at Airtable during a hyper growth phase, where she has played a crucial role scaling talent and culture to meet big business objectives. TVS Supply Chain Solutions, a global supply chain solutions provider, and one of the largest and fastest growing integrated supply chain solutions providers in India, announced that its founder/promoter R Dinesh (Executive Vice Chairman of the Company) has been appointed as the Executive Chairman of the Company by the honourable Board of Directors. S Mahalingam has stepped down as Chairman after completing his tenure of two terms as independent director, effective August 29, 2023. Further, TVS SCS, part of the TVS Mobility Group, announced the appointment of K Ananth Krishnan and Narayan K Seshadri as additional independent directors on its Board. With this appointment, the new Board will have five independent directors (the other three being Tarun Khanna, B Sriram and Gauri Kumar). S Ravichandran, non-executive director has resigned from the board of the company to pursue his personal interests.

16 BW PEOPLE PRIME SEPTEMBER - OCTOBER 2023 WWW.BWPEOPLE.COM India’s Gig Workforce: Promising Trends And A Glaring Catch DATA POINT › With major companies promoting flexible work options, the percentage of gig composition in an organisational setup is changing By Krishnendra Joshi Rashi, a bright young law graduate, found herself at a crossroads when her newly established law firm had to be abruptly shut during the pandemic-induced lockdown. A bustling law practice at the busy district courts in the Delhi periphery had come to a temporary but uncertain halt. For a young first-generation lawyer brimming with enthusiasm and vision to establish an independent law practice straight out of law school, the situation was unrelentingly discouraging. As it is, finding clients in the initial years of practice involves a lot of hustle, and the drying nature of work made matters worse for the new-age lawyer. During this period, when uncertainty loomed large over her career, Rashi found some degree of solace in blog writing assignments for clients, a gig she landed through a client.

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER - OCTOBER 2023 17 Little did she know that her flair for writing would act as a catalyst for enhancing her digital footprint and personal brand. Three years later, a strong digital presence helped her generate regular legal and writing work, meaning that a day in her shoes meant sipping a cup of tea while skimming through an increasing number of case files. Rashi juggles between court work and copywriting assignments to this day. It not only empowers her with a fulfilling sense of freedom to choose the kind of work she does but also gives her the autonomy to be her own boss; the kind of work-life she always aspired for. Just like Rashi, an umpteen number of people found themselves staring at the possibility of gig work three years back. Be it unemployed engineers turning up as food delivery agents or people from the aviation industry switching to passion projects or remote work, there are innumerable instances of pandemic-induced gig-working that in no time became a movement and transformed the existing models of working. A report by Niti Aayog predicts that India’s booming gig workforce will add up to 2.35 crore, which is a steep jump of 200 percent from the existing metric. With major companies across different industries promoting flexi work options for employees and the realignment of Gen Z priorities, the percentage of gig composition in an organisational setup is changing. As per a survey conducted by CIEL, 55 percent of the organisations in the sample size have started using gig workers. In terms of numbers, it translates into more than 200 organisations tilting towards adopting a hybrid workforce out of the 400 plus organisations considered for the purpose of the survey. Y 0 10 20 30 40 Earn Extra Income Work on Different Projects Be My Own Boss Have More Free Time for Myself 18% 38% 24% 20% Factors influencing gig workers Percentage of gig workers in the workforce Primary motivation to remain a gig worker Female employees Have more free time Be my own boss Work on different projects Earn extra income 6% 23% 40% 31% Have more free time Be my own boss Work on different prEarn extra income 6% 23% 40% 31% Have more free time Be my own boss Work on different projects Earn extra income 6% 23% 40% 31% A report by ASSOCHAM gives more teeth to the favoured adoption of gig models in the workforce, according to which, the tally of gig workers in the economy is likely to stand at a staggering 7.5 crore. Silver lining for gender equality In the corporate maze, promotion of gender equality is often talked about. From pay parity to seeing more women in board rooms, the dinner table discussions are evergreen. On one hand, India Inc is witnessing a steady rise of trailblazing women getting their deserving seat on the table, but the other side of the story equally demands attention. Earlier this year, leading company TCS reported higher attrition among its women workforce. In a note to shareholders in the annual report, Milind Lakkad, HR head of TCS conceded that historically women’s attrition at TCS has been similar or lower than men’s attrition; however, that has changed now. To put things into perspective, women comprised 38.1 per cent of net hires in FY23 in terms 24% 29% 26% 21% 0-5% 5-10% 10-20% >20% Earn extra income Work on different projects Be my own boss Have more free time for myself

18 BW PEOPLE PRIME SEPTEMBER - OCTOBER 2023 WWW.BWPEOPLE.COM DATA POINT of external hiring initiatives. It compares with 35.7 per cent female participation in TCS’ overall workforce. Calling the development unusual, Lakkad was of the view that working from home during the pandemic has reset domestic arrangements for some women. CIEL’s survey on identifying trends for the gig economy adds substance to a woman finding flexible work arrangements more suitable to their work-life priorities. In the said survey, 40 per cent of the female respondents shared a strong interest in working on different projects and 31 percent of them chose self-employment owing to the independence and flexibility the said working arrangement brings. For married women who juggle multiple hats between household duties and childcare, the flexibility that a work-from-home opportunity offers is undeniably attractive. What’s the catch The most significant challenge gig workers face is the uncertain nature of their employment, with 32 per cent of respondents highlighting this issue in the survey by CEIL. While flexible working and weekly credit of income make gig work an alluring option for many, gig workers have reported dissatisfaction with long working hours corresponding to a lack of incentive structure and zero social security benefits. Putting things into perspective, Vinay Joy, Partner, Khaitan & Co., says the country’s current legal framework does not recognise gig workers as a distinctive category and they would, as a result of the absence of specific regulations, be categorised as independent contractors or consultants, i.e., on a principal-to-principal basis rather 0 10 20 30 40 50 FULL TIME JOB + GIG SIDE HUSTLE TAKE FULL TIME EMPLOYEMENT CONTINUE AS AGIG WORKER 34% 50% 16% The question of uncertainty than as employees or even contract workers. “This lack of clear categorisation has resulted in the denial of social security benefits (such as provident fund contributions and duration-based benefits such as gratuity for instance), amongst other benefits to such workers. This is particularly problematic given that, in most cases, gig workers perform tasks that are indistinguishable from those of regular employees”, he adds. The central government has time and again called out for the framing of policies on the rights and social security benefits of gig workers, the notification of the Code has been waiting to see the light at the end of the tunnel. 0 10 20 30 40 LIMITED JOB GROWTH UNCERTAIN NATURE OF EMPLOYEMENT UNSTABLE INCOME LACK OF SOCIAL SECURITY 21% 32% 23% 24% Key challenges faced by gig workers Full-time job + gig side hustle Take full-time employment Continue as a gig worker Limited job growth Uncertain nature of employment Unstable income Lack of social security

#FOUNDERSFORUM FOUNDERS FORUM 2023 FORUM OF INDIA’S TOP FOUNDERS ACHIEVERS 7TH EDITION AWARDS 2023 #BWDISRUPT40UNDER40 CELEBRATING INDIA’S TOP 40 DISRUPTORS UNDER 40 OCTOBER 2023 OUR EMINENT JURY NIKHIL BHANDARKAR Founding Partner Panthera Peak Capital ANKIT KEDIA Founder Capital A ANUP JAIN Managing Partner Orios Venture Partners SHASHANK RANDEV Founder VC 100X DR. ANNURAG BATRA Chairman & Editor-in-Chief BW Businessworld and Founder, exchange4media SHANTI MOHAN Co-founder & CEO, LetsVenture & trica NOOR FATHIMA WARSIA Group Editorial Director BW Businessworld AMAN GUPTA Co-Founder & CMO, Boat JURY CHAIR Chetan Mehra: +91 98117 02464, [email protected] Ritika Nagpal: +91 93548 91696, [email protected] For Nominations: Aparna Sengupta: +91 99580 00128 [email protected] Shruti Arora: +91 79826 28913 [email protected] Ravi Khatri: +91 98913 15715 [email protected] Somyajit Sengupta: +91 98182 47444 [email protected] Kiran Dedhia: +91 98333 99009 [email protected] CS Rajaraman: +91 93422 62859 [email protected] For Sponsorship: Sajjad Mohammad: +91 99118 55935; [email protected] NOMINATE NOW

20 BW PEOPLE PRIME SEPTEMBER - OCTOBER 2023 WWW.BWPEOPLE.COM “AI SHOULD AUGMENT HUMAN INTELLIGENCE, Not Replace It” PERSPECTIVES › Guy Waterman, Vice President of People Analytics, HCM Tech & Innovation, Oracle, believes that generative AI’s potential is nearly endless The application of artificial intelligence (AI) and generative AI in human resource (HR) and workplace solutions is increasing by the day but according to Guy Waterman, the vice president of People Analytics, Human Capital Management (HCM) Technology and Innovation at Oracle, there is still a “long way” to go before the industry moves beyond the “current wave of innovation”. In this conversation, Waterman discusses Oracle’s approach towards generative AI and some aspects to look out for. Excerpts: What does technological and digital revolution have to do with workforce planning? Innovation in HCM has drastically changed the way we work. By integrating emerging technologies like AI and machine learning (ML), we’ve been able to help HR leaders increase their workforces’ productivity, efficiency and overall satisfaction. Most notably, the innovations we have driven and seen in the market have allowed our customers to prioritise the things that matter most in the market – the people – and delivering a By Savi Khanna

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER - OCTOBER 2023 21 With both AI and generative AI, the ability to learn and become stronger over time will help HR leaders receive more accurate suggestions, much faster than they did previously. This can help make an impact across every area of HR positive, personalised employee experience. With all the changes we’ve seen over the past few years, the employee experience has risen to the top as one of the most critical factors to a successful workforce across any country or industry. We’re proud to say that our Cloud HCM solution is leading the charge in innovation, allowing our customers not only to keep up with the pace of change but thrive in an ever-evolving environment. How do generative AI-driven solutions streamline processes like workforce management and decision-making? Generative AI in HCM is designed to help customers streamline content-heavy and time-consuming tasks so that they can spend more time focused on more creative, strategic and meaningful opportunities that will drive business success. With both AI and generative AI, the ability to learn and become stronger over time will help HR leaders receive more accurate suggestions, much faster than they did previously. This can help make an impact across every area of HR by automating processes, reducing time spent on administrative and content-driven work, and delivering intelligent data that HR leaders need to make critical business decisions. Generative AI has the potential to create new jobs in data science, ML and AI development. But automation can also result in manpower layoffs. What are your views? Our philosophy with AI is and has always been that it should augment human intelligence, not replace it. With AI, the evolution of generative AI and its entry into the workforce, it’s opening the doors for employees, managers and HR leaders alike to save time and complete tasks faster, allowing them to focus their efforts on more meaningful, strategic initiatives that drive greater business value. Please tell us more about what Oracle is doing in the generative AI space. Oracle’s AI app strategy is truly unique for a number of reasons. First, Oracle Fusion Applications offer a comprehensive portfolio of cloud applications, with AI embedded throughout the entire portfolio; second, our expertise and history as a company in data management offers an unmatched level of security for our customers. Lastly, having our platform and AI capabilities offers a best-in-class AI infrastructure, allowing our customers to get the highest levels of performance and business value while reducing cost. What could be the next big technological advancement in the HR industry? I believe we’re only just skimming the surface of generative AI. It’s too soon to look beyond this wave of innovation because the opportunities and potential for its impact are nearly endless. The way AI and generative AI will improve the HR industry is still to be determined, but from what we are seeing, the impact will be significant. Given generative AI’s ability to identify and exploit vulnerabilities, could this pose a cyber-security threat to customer data? The embedded generative AI capabilities within Oracle Cloud HCM are designed to provide the highest levels of security, performance, and business value. Customers use their own data to refine models for their specific business needs. Our customers have control over their data, ensuring it remains safe and secure. Guy Waterman

22 BW PEOPLE PRIME SEPTEMBER - OCTOBER 2023 WWW.BWPEOPLE.COM “ML Will Detect Bias, Enhance Cyber Security” PERSPECTIVES › Rajeev Rastogi, Vice President, International Machine Learning, Amazon, describes how machine learning is poised to revolutionise workplace trends By Savi Khanna Machine learning (ML) and artificial intelligence (AI) have become pivotal forces, reshaping industries and driving innovation across the globe. To harness the potential of this transformative technology, organisations are navigating the complex challenge of ensuring that their workforce is not only well-versed in ML and AI but also equipped to adapt to the ever-changing demands of the field. Rajeev Rastogi of Amazon shares insights into how organisations can bridge the skills gap and prepare their talent for a future in tech. Excerpts: Given the rapid advancements in ML and AI, how can organisations ensure that the upskilling programmes remain relevant to the evolving needs of the industry? Over the past decade or two, machine learning has gained traction across various industries. It is being adopted aggressively by manufacturing, financial services, retail, transportation and agriculture, healthcare sectors and many more. It has become a significant lever in solving customer problems. A study by the World Economic Forum reveals that AI, machine learning and data segments will be the top emerging job roles in India over the next five years while the talent pool is expected to remain the same. Joint research projects and sponsored programmes allow organisations to leverage cutting-edge research while providing academic institutions with practical challenges to tackle Rajeev Rastogi

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER - OCTOBER 2023 23 ML is poised to revolutionise workplace trends by enabling data-driven decision-making, personalising experiences and automating routine tasks. It will foster continuous skill enhancement, optimise remote work, detect bias and enhance cybersecurity. However, this transformation demands a shift in employee interaction with technology and a commitment to ongoing learning to navigate the evolving landscape effectively. Aspirants and professionals in this field must continually enhance their skills to align with industry trends. Upskilling efforts can be categorised in two keyways: one, catering to existing market demands. This entails equipping employees with the technical acumen required to navigate intricate ML projects effectively. Two, there is a forward-looking approach, preparing the workforce for the challenges of tomorrow. Here, leveraging data emerges as a strategic tool. Organisations can tap into a wealth of data to discern patterns that forecast upcoming trends. Moreover, mining insights from the workforce’s experiences can inform data-driven decisions, aiding in the selection of pertinent training programmes for upskilling initiatives. What strategies can organisations employ to bridge the gap between academic learning and real-world industry demands to prepare the talent for a future in tech? Focusing on practical problem-solving, organisations can host events, workshops and competitions that foster teamwork, innovation and creative thinking. These events simulate real-world scenarios, prompting participants to collaborate on effective solutions within time constraints. Mentorship programmes also play a pivotal role in preparing students for the tech industry. This personalised approach bridges the gap by connecting theoretical knowledge with real-world applications, thereby cultivating a strong professional network. How do organisations collaborate with other industry stakeholders, academia and research institutions to strengthen the ecosystem for ML/AI /generative AI talent development? There are many initiatives and programmes in the market that aim to bridge the gap between demand and talent. The collaboration between industries and academia facilitates the exchange of knowledge, expertise and resources. Joint research projects and sponsored programmes allow organisations to leverage cutting-edge research while providing academic institutions with practical challenges to tackle. These partnerships not only advance technological progress but also nurture a diverse pool of skilled individuals who collectively shape the future of AI and its applications. Collaboration between academia and the industry is important to understand the needs of the industry so that students can be prepared accordingly. What are some metrics to assess the progress of the impact of tech-driven L&D initiatives? Depending on the objectives and indicators, organisations can use different methods and tools to evaluate L&D initiatives. Some common methods include surveys, tests, interviews, focus groups, observations, feedback forms, or self-assessments. At Amazon, to assess the effectiveness of various upskilling and wellbeing initiatives, we employ metrics such as the Net Promoter Score (NPS), alongside qualitative narratives provided by participants of programmes. Amazon utilises a real-time feedback platform called ‘Connections,’ enabling employees to confidentially share their programme experiences. The senior leadership team then analyses the data to formulate and implement strategies. In terms of scalability and reach, how does Amazon plan to expand the impact of its initiatives to reach a broader audience? In 2021, Amazon introduced Machine Learning Summer School (MLSS) for students from notable Indian institutes like IITs and IISc, with the aim to nurture ML talent in India, enhancing readiness for market opportunities. That year, 3500+ students registered, with 300+ participants selected. The programme expanded yearly, engaging final-year students across degree programmes. By 2022, over 17,500 students registered and 2,880 were chosen. The third edition aims to include even more participants. Starting from 20 campuses, the programme now spans to include engineering students enrolled in any recognised institute in India, passing out in 2024 or 2025, projecting similar or even greater engagement. The goal is to gradually expand and benefit students worldwide. We envision taking this programme to maximum students across countries.

24 BW PEOPLE PRIME SEPTEMBER - OCTOBER 2023 WWW.BWPEOPLE.COM PERSPECTIVES › HR has transformed from a pure personnel function to a strategic driver of business success says Prasanth Nair, CHRO, Crompton Greaves Consumer Electricals Prasanth Nair, who took over as CHRO of Crompton Greaves Consumer Electricals, did his BTech from Calicut University and Doctorate in HR from IIM Ahmedabad. He has worked in organisations like Thomas Cook and Cipla in various HR roles over more than two decades. Drawing from his vast experience and expertise, he discusses his approach towards HR, in an interview to BW People Prime. Excerpts: What does technological and digital revolution have to do with workforce planning? The drive to do value creation through people motivated me to pursue a career in the HR domain. After graduating in engineering. I started my professional journey as a production engineer, which gave me valuable insights into the operational aspects of businesses. However, my true passion lay in understanding and optimising the human “HR Is More About Humans, Less About Resources” element within organisations. This led me to pursue a doctorate in HR from IIMA, post which, I began my HR journey, dedicated to making a meaningful impact on employees and businesses alike. For me, the HR domain is not just a profession; it’s a calling to foster collaboration, nurture talent, and shape the future of organisations. In your view, how has the HR function evolved over the last two decades? Over the last two decades, the HR function has transformed from a pure personnel function to a strategic driver of business success. It now focuses on business strategy, capability capital and shareholder returns. ToBy Krishnendra Joshi

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER - OCTOBER 2023 25 There are certain aspects of HR tasks that AI can execute more effectively and swiftly. However, privacy concerns must be carefully addressed to ensure the responsible and secure use of AI in HR processes Prasanth Nair day, HR plays a pivotal role in aligning human capital with the overall business objectives. Additionally, an employee-centric approach emphasises well-being, work-life balance, and career development to attract and retain top talent in a competitive job market. This transformation reflects HR’s adaptability and commitment to driving organisational success and growth in a rapidly changing business landscape. What is your approach towards the HR function? Can you share some of the key initiatives you have implemented in your career? My approach towards HR follows three simple tenets: • Human Resources is more about human, less about resources. If we can get it right, the rest will fall into place: This core belief drives our HR approach, placing the wellbeing and growth of our employees at the forefront. By prioritising the human aspect, we build a strong foundation for a motivated and engaged workforce, which ultimately contributes to the overall success of the organisation. • Don’t complicate, simplify: I believe in streamlining HR processes and practices to make them more accessible and effective for employees and the organisation. Simplification reduces unnecessary complexities, allowing us to focus on strategic initiatives and better serve our workforce, enhancing their experience and making HR more approachable and effective. • Be genuine: Authenticity is key in HR. Being genuine in our interactions, policies and decisions fosters trust and credibility with employees and stakeholders, leading to stronger relationships and a more engaged workforce. Key strategies as a CHRO that I have implemented: • A key talent plan to empower future leaders: To identify and nurture high-potential individuals, enabling effective succession planning and driving long-term growth • Driving organisational evolution: Spearheaded the transformation of a family-driven organisation to a professionally managed, family-owned organisation • Cultivating unity in diversity: Successfully navigated the cultural transformation of an organisation interspersed with acquisition of three organisations at the same time How do you foresee AI and HR Tech streamlining HR processes, enhancing employees, and increasing productivity? AI and HR Tech hold tremendous potential for HR, offering the ability to enhance speed and scale while maintaining impeccable accuracy and efficiency. There are certain aspects of HR tasks that AI can execute more effectively and swiftly, requiring HR professionals to upskill and harness this opportunity for optimal outcomes. However, privacy concerns must be carefully addressed to ensure the responsible and secure use of AI in HR processes. Furthermore, for AI to be productively used, the consistency and validity around the use of AI need to improve. HR can fully leverage the benefits of AI and HR Tech to revolutionise processes, elevate employee experiences, and drive organisational productivity to new heights. Embracing AI’s transformative potential while mitigating potential risks is key to unlocking its true value and ushering in a new era of HR excellence. What message would you like to give to HR and corporate professionals on embracing change, upskilling, and achieving success in the current disruptive work environment? • Be humble: Stay open to learning and adaptability, acknowledging that continuous growth is vital in navigating dynamic work landscapes. • Be hungry for learning: Maintain an insatiable appetite for knowledge and upskilling, empowering yourself to thrive in the face of challenges. • Be agile: Embrace agility as a way of life, readily pivoting and adapting to emerging opportunities and evolving demands. • Continuously pivot self: Embrace a growth mindset, consistently seeking new ways to improve and evolve both personally and professionally.

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Watch & Learn from Human Resource Leaders Scan to Watch

IN ASSOCIATION WITH Watch our captivating video series, BW People HR Voices, where industry experts share their insights, experiences and best practices across a wide range of HR topics. Get insipired and learn from the best in the field. 1. Prof. TV Rao, Chairman - TVRLS, Founder President - NHRDN; 2. Manu Wadhwa, CHRO, Sony Pictures; 3. Prem Singh, President Group-HR, JK Organisation; President, NHRDN; 4. P. Dwarakanath, Former Chairman, CSK Consumer Healthcare Ltd.; 5. Amit Malik, President, South Asia & Pacific, WadzPay Worldwide; 6. Rajendra Mehta, Global CHRO, Suzlon Group; 7. Vikram Bector, President & Group CHRO, Piramal Group; 8. Dr. C. Jayakumar, Executive VP & Head Corporate HR, Larsen & Toubro; 9. Madhu Srivastava, CHRO, Sony Pictures Network; 10. Piyush Mehta, CHRO, Genpact; 11. Simin Askari, Senior VP-HR & Business Excellence, DS Group; 12. Yuvaraj Srivastava, Group CHRO, MakeMyTrip; 13. Paul Dupuis, Chairman & CEO, Randstand Japan; 14. Manmeet Sandhu, HR Head, PhonePe; 15. Emmanuel David, MD Grid International India, Board Member Aster DM Healthcare, Retd Director, Tata Management Training Centre. FOR PARTNERSHIP: Talees Rizvi | +91 93106 34007 | [email protected] FOR SPEAKING OPPORTUNITIES: Reeti Gupta | +91 98996 10630 | [email protected] Ashish Kumar | +91 97179 22747 | [email protected] FOR EDITORIAL: Savi Khanna | +91 96542 09086 | [email protected] Krishnendra Joshi | +91 9039044648 | [email protected] Sugandh Bahl | +91 99997 15607 | [email protected]

28 BW PEOPLE PRIMESEPTEMBER-OCTOBER2023 WWW.BWPEOPLE.COM Recognising Stellar HR Professionals HR EXCELLENCE AWARDS By Team BW People Prime The annual BW People HR Excellence Awards celebrate excellence in various categories, including Best HR Strategy, Best Emerging HR Strategy, Best Place of Work, Equal Opportunity Employer, Best HR Team of the Year, Lifetime Achievement, and more. The flagship event of BW People Prime, dedicated to shaping the future of HR, took place on May 27, 2023 at Hotel Aloft, Aerocity, New Delhi. Preceding the award ceremony in the evening, the daylong summit brought together HR professionals and thought leaders from all domains to explore emerging trends, strategies, and innovations in human resources. With the theme ‘Unlocking the Future of HR’, the event provided a platform for knowledge sharing, networking, and recognising excellence in HR practices. Winners chosen through a strict jury-led process Selecting the best from the list of potential winners was a tough task, considering the quality of the nominations received this year. The winners were chosen through a strict jury-led process. BW People Prime received 180+ nominations, out of which 80 nominees were shortlisted and presented before the esteemed jury. The distinguished jury comprised top names from the industry who have made an indelible mark through their professional contribution. Distinguished Jury Panel • Annurag Batra, Chairman & Editor-in-Chief, BW Businessworld, and Founder, exchange4media • P Dwarakanath, Former Chairman, GSK Consumer Healthcare • Varadarajan S, Board Advisor, Start-up Partner, Leadership Coach & Former CHRO & Head of Corporate Affairs of Vistara (Tata & SIA JV) • Sangeeta Shah Bhardwaj, then Acting Director, MDI-Gurgaon • Mamata Vegunta, Executive Director, Head of HR, DBS Tech India • Antony Alex, Founder & CEO, Rainmaker • Punam Sahgal, Former Dean & Professor, IIM-Lucknow • Bhimaraya Metri, Director, IIM-Nagpur • Talees Rizvi, Director, BW People & BW CFO World The jury deliberated upon the names and volleyed tough questions to the nominees to arrive on the list of 26 winners across multiple categories. We bring to you interviews of some of the winners.

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER-OCTOBER 2023 29 › The BW People HR Excellence Summit & Awards 2023, organised recently, honoured organisations and individuals who have made significant contributions to the field of HR Excellence in Compensation and Benefits HSBC India Archana Chadha Head of Human Resources, HSBC Excellence in Diversity and Inclusion Providence India Preethi Ramnarayan Director - HR Capgemini Technology Services India Aarti Srivastava Chief Human Resource Officer Excellence in Employee Engagement Strategy Computer Age management services Shobana Priya AVP HR HDFC Bank Vinay Razdan CHRO Excellence in Employee Experience Tech Mahindra Harshvendra Soin Chief People Officer & Head - of Marketing, Tech Mahindra Providence India Kapil Takkalapally Director - HR Excellence in HR technology Advantage Club Sourabh Deorah Co-founder & CEO Excellence in learning and development Capgemini Technology Services India Aarti Srivastava Chief Human Resource Officer National Commodity & Derivatives Exchange Limited Aditi Mukherjee Chief People Officer Excellence in Learning Technology NTPC Dillip Kumar Patel Executive Director (HR) Excellence in Line of Business Strategy Sony Pictures Manu Wadhwa CHRO Excellence in Performance Management HSBC India Archana Chadha Head of Human Resources, HSBC Excellence in talent acquisition Dabur Biplab Bakshi CHRO Best HR Strategy Cairn Oil and Gas, Vedanta Bhawna Choudhary Head – Talent Management JK Cement Andleeb Jain CHRO Best Emerging HR Strategy Tata Cancer Care Foundation Roli Singh Head HR Best Place of Work Abbott Deepshikha Mukerji Regional HR Director HSBC India Archana Chadha Head of Human Resources, HSBC Equal Opportunity Employer Startek Priyanka Mohanty VP- Global Corporate HR and Global Head Talent Management Best HR Team of the year Lenovo India Bhavya Misra Director and India HR Head Future HR Leader of the Year Farzana Adenwalla Lead - Employer Branding Sony Pictures Woman Leader of the Year Ruchi Sharma Kalra CHRO Give BW People Champion of the Year Harshvendra Soin CHRO Tech Mahindra CHRO of the year Prem Singh President – Group HR (Group CHRO) JK Organisation Lifetime Achievement SY Siddiqui Former COO/ Chief Mentor/ Executive Advisor Maruti Suzuki India Here are the winners of the BW People HR Excellence Awards 2023

30 BW PEOPLE PRIME SEPTEMBER-OCTOBER 2023 WWW.BWPEOPLE.COM HR For India Of 2030s HR EXCELLENCE AWARDS 2023 › At the HR Excellence Awards event, CHROs of leading organisations discuss the strategies that will work in future workplaces By Team BW People Asit K Barma, delivering his keynote address, highlighted the evolving role of HR in the future of work. Traditionally focused on administrative tasks, HR must now integrate various dimensions, such as complex problem-solving, creativity and emotional intelligence to adapt to changing workplace dynamics. The concept of ‘Society 5.0’emphasises combining technology and human aspects for sustainability and wellbeing. HR plays a crucial role in fostering a social enterprise culture, where individuals are aware of their contribution to the organisation’s mission and vision. He emphasised personalised learning and development to address the changing needs of employees in the digital era. He also talked about techno-stress, urging HR to consider the impact of rapid technological change on employees’ wellbeing. Overall, the role of HR is transforming into a strategic and people-centric function, enabling organisations to unlock the full potential of their workforce in a rapidly evolving work environment. S onica Aron emphasised the significance of creating a human-centric HR strategy for organisations. As the founder of a firm that focuses on empowering businesses through their workforce, she stressed that HR needs to focus on understanding the diverse needs and aspirations of employees at different life stages. She questions the assumption that all millennials have the same preferences and highlighted the importance of hyper-personalising HR practices. The key lies in enabling managers and leaders to create an employee-centric environment. To exemplify this, Sonica shared a case study wherein her firm helped a client increase gender diversity. The approach involved deep diagnostics, communication, and change management. She said employees are seeking meaningful alignment between work and life, and organisations must prioritise employee satisfaction for sustainable growth. To unlock the full potential of their workforce in a rapidly evolving work environment. Sonica Aron Founder & CEO, Marching Sheep Asit K Barma Director Bharathidasan Institute of Management, Trichy Keynote Address 1 Society 5.0 and the Role of HR Keynote Address 2 ‘Creating a Human-centric HR Strategy

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER-OCTOBER 2023 31 HR EXCELLENCE AWARDS 2023 Antony J Alex discussed the significance of a strong Code of Conduct (COC) in organisations. He introduced his company, Rainmaker, which creates engaging training modules on various subjects like bribery, data privacy, and corruption. He emphasised the need for HR leaders to ensure proper training and understanding among employees regarding the COC. Alex highlighted that while the COC serves as a guiding framework for ethical behaviour and organisational goals, it is often presented in a tedious, text-heavy format that disengages employees. This lack of interest leads to employees signing it without fully comprehending its contents, risking potential misconduct. He stressed that HR leaders play a critical role in shaping organisational culture and compliance. He cited examples of companies like Wells Fargo and AIB to illustrate how employee misconduct can severely impact a brand’s reputation. He also discussed key topics for a comprehensive COC, including anti-bribery, data privacy, harassment prevention, conflict of interest, social media guidelines and gifting policies. Antony J Alex Founder & CEO Rainmaker Keynote 3 Building a culture of Integrity - The Power of an Effective Code of Conduct (CoC) Keynote Address 4 Employer Branding: Endorsing Company Values to Gain a Competitive Edge Harshvendra Soin Global Chief People Officer & Head-Marketing, Tech Mahindra I n his keynote address, Harshvendra Soin highlighted the significance of employer branding for gaining a competitive edge. He emphasised that employer branding should be endorsed by the company’s top leadership, as it is a strategic decision that goes beyond the responsibility of HR alone. Tech Mahindra’s employer brand centres on being purpose-driven, people-centric, and performance-led, with a focus on values like entrepreneurship, ethics, and diversity. The company’s first-ever advertisement from 1945 showcased these principles, which remain their differentiator even today. With a global presence in 105 countries and a diverse workforce of 157,000 employees from 142 nationalities, Tech Mahindra’s employer brand has been pivotal in its growth and success. The company’s unique employee value proposition of ‘freedom to explore’ has resonated with its workforce, resulting in high internal fulfilment rates. Tech Mahindra’s commitment to diversity and inclusivity has made them the number one employer for women in India and the Philippines, with 12 active LGBT communities within the organisation. These factors have helped Tech Mahindra stand out and establish a strong employer brand, attracting both customers and top talent.

32 BW PEOPLE PRIME SEPTEMBER-OCTOBER 2023 WWW.BWPEOPLE.COM As the talent pool evolves in the 2030s, organisations must address the restlessness and high aspirations of Gen Z individuals, emphasising better problem-solving skills and a technology-driven mindset. Building robust networks and fostering a coaching culture is crucial for talent development and retention. Managing gig workers and a diverse workforce requires identifying value-driving roles and creating a supportive legal framework. To retain talent, organisations should focus on purpose-driven initiatives, linking individual purposes with organisational goals and encouraging employees to view themselves as brands with their own growth in mind. Recognising the evolving landscape, HR professionals need to adapt their strategies to attract and retain the future workforce effectively. HR EXCELLENCE AWARDS 2023 Panel 1 Navigating the Future of Talent Management: Strategies for Success in the 2030s Panel 2 The Digital Learning Revolution: Transforming L&D for the Future of Work Panel members: Prashant Khullar, CHRO, Ecom Express Kamaljeet Kaur, Director & CHRO, Sterlite Power Bhavna Udernani, Founder, Managing Director, Adhaan Solution Vikram Jit Singh, Head-Human Resources & Corporate Services, South Asia, Li & Fung Session Chair: Arjun Yadav, Correspondent, BW Businessworld Aarti Srivastava, CHROIndia, Capgemini, Capgemini Technology Services India Shaleen Manik, CHRO, Transsion India (itel, Tecno&Infinix Mobiles) Mayur Sunit Sarswat, President-Sales, Xoxoday Vishal Chopra, CEO & Founder, Umwelt.Ai Session Chair: Resham Suhail, Editorial Lead, BW Disrupt Panel members Key Takeaways The one thing that the yesteryear generation missed out on was the ease of information availability and the accessibility to a network. Needless to mention, amazing technology is available at their disposal at the click of a button. The panel discussion highlighted key takeaways for navigating the future of talent management. Key takeaways The session focused on upskilling and intelligence augmentation. The leaders discussed the importance of retaining the workforce through effective L&D practices as a cost-efficient solution. The role of AI and technology in enabling on-demand learning and personalised training was highlighted, empowering employees to take charge of their own development. The younger generation’s self-awareness and desire for continuous learning were recognised, and organisations were

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER-OCTOBER 2023 33 Panel 3 Compliance and Ethics in the Digital Age: Building Trust in a Changing Landscape Panel members: Aditya Kohli, CHRO, Orient Electric Amar Kr Sundram, General CounselSrVice–President (Legal) & Chief Compliance Officer–NEC Corporation India Raj Gupta, Author & GM HR, TCS Abhay Kapoor, Head–HR & Administration, Suzuki Motor Gujarat Prasanth Nair, CHRO, Crompton Greaves Consumer Electricals Session Chair: Meha Mathur, Senior Associate Editor, BW People urged to adapt to this shift. Embracing the gig economy was seen as a positive move, providing employees with flexibility and opportunities for growth. Soft skills were still deemed vital, as the human element in the workplace remains essential. Overall, the session emphasised the need for strategic L&D practices to align with business goals and cater to the evolving demands of the workforce in the future of work. HR EXCELLENCE AWARDS 2023 ty, confidential information, and social media interactions. AI and algorithms raise ethical dilemmas, with differing individual and group ethical views. Building a culture of accountability is crucial for organisations to ensure compliance and ethical behaviour. The experts were of the view that ethical concerns and sensitivities need proactive actions and proper training to create a work environment where employees are aware of acceptable behaviour and the consequences of ethical misconduct. Key Takeaways I n the aftermath of the pandemic, businesses find themselves fast-tracked to adopting technology out of necessity. Newer business models and hybrid setups of working have not only changed how we work but also necessitated regulating the new ways of working. One could say that compliance with ever-increasing laws was onerous for India Inc. before the pandemic, with an increasing thrust on transparency and accountability. However, businesses now have the added dimension of technology to deal with when it comes to getting compliance ready amid the evolving regulatory landscape. The panel discussion focused on the complexities of ethics and compliance faced by corporate India in the digital age. Digitisation has brought challenges regarding data securi-

34 BW PEOPLE PRIME SEPTEMBER-OCTOBER 2023 WWW.BWPEOPLE.COM workforce effectively. HR EXCELLENCE AWARDS 2023 Panel members: Prem Singh, President-Group HR, JK Organisation Gaurav Saini, CHRO–APAC & MEA, Nokia Phones Deepan Mukherjee, Head of Learning & Development, Jakson Group Gautam Kumar, Director – People Experience, Industrial Region, ISEA, SKF India Session Chair: Deep Majumdar, Senior Correspondent, BW Businessworld & BW TV Madhu Menon, National Head–Talent Acquisition, Deloitte India Pradyumna Pandey, Manufacturing HR Head, HERO MotoCorp Dheeraj Modi, Vice President & Global HR Head, NLB Services Viekas K Khokha, Head HR, DhanukaAgritech Session Chair: Reema Bhaduri, Editorial Lead, BW Businessworld Panel members sonnel indicators. The session discussed leveraging big data in HR strategy, and the importance of data-driven decision-making. The panellists highlighted the growth of the big data market in India and its potential impact on corporate decisions. The panellists discussed the ethical considerations of data sourcing and privacy, emphasising the need for a balance between data utilisation and individual rights. Examples were given of successful applications of big data in predicting attrition, improving employee happiness, and enabling data-driven strategies. The panellists stressed the importance of clarity of purpose, collaboration, and a culture of appreciative inquiry to effectively implement data analytics in HR. Panel 4 From Big Data to Smart Insights: Leveraging Analytics to Drive HR Strategy Panel 5 The Employee Experience Imperative: Designing for Engagement, Wellbeing and Inclusion Key Takeaways HR analytics has indicators that can provide critical insights and produce compelling benefits for businesses. In HR, big data is essentially people analytics, which collects metrics from KPIs as well as current and prospective employees. It is believed that people analytics is crucial for an enterprise, providing a competitive advantage in analysing perKey takeaways The discussion revolved around employee experience, wellbeing, and inclusion in Indian organisations. They emphasised the significance of discipline, transparency, and technology in driving engagement and trust among employees. They talked about motivation, particularly through effective leadership behaviour, as essential for enhancing the overall employee experience. They also emphasised communication as a major factor in clarifying expectations and conveying organisational vision and values. The panel stressed the importance of an inclusive culture, promoting diversity, and providing equal opportunities to all employees. They emphasised the need for regular review and update of policies to accommodate changing employee needs and ensure equity within the organisation. Technology was rec-

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER-OCTOBER 2023 35 Panel members: Arijit Sengupta, Director, Human Resources, India and Neighbouring Countries, Bacardi Anshul Goel, CHRO, Tynor Orthotics Rajneesh Vashisht, Global People Business Partner-GBS, Ericsson India Global Services Session Chair: Talees Rizvi, Director, BW People & BW CFO World ognised as a powerful enabler, especially for engaging with millennials and improving productivity. Moreover, the panellists talked about creating a safe space for employees to voice their concerns and experiences is essential for fostering wellbeing and work-life balance. In conclusion, the panel emphasised the role of HR as a facilitator, coach, and mentor in driving organisational success through prioritising employee experience and fostering a positive work environment. HR EXCELLENCE AWARDS 2023 They also stressed on the importance of not blindly implementing technology but using it wisely as an enabler in HR processes. The speakers spoke about the necessary skills for HR managers to navigate the changing landscape and continue playing a key role in organisational success. They fielded several pertinent questions from the audience. They discussed the impact of boundaryless workforces and the challenges of retaining a human connection and culture amidst increasing digitisation. The participants acknowledged the changing workforce expectations, with people changing jobs more frequently, necessitating stronger counter-narratives to retain talent and foster long-term engagement. With inputs from Krishnendra Joshi, Himanshu Ojha, Bhupendra Paintola, Sangeet Kumar Sanu, Nitesh Kumar, Shruti Tripathi and Chandril Chattopadhyay Panel 6 Leading Change in the Future of HR: Skills and Competencies for Success in 2030 and Beyond Key Takeaways The panel discussion focused on leading change in the future of HR and the essential skills for success in 2030 and beyond. The top HR leaders highlighted the evolving HR landscape, emphasising the need for agility, flexibility, and alignment with the business to drive growth and adapt to technological advancements.

36 BW PEOPLE PRIME SEPTEMBER - OCTOBER 2023 WWW.BWPEOPLE.COM KEY LEVERS OF HSBC’S WINNING HR STRATEGY HR EXCELLENCE AWARDS › Archana Chadha, Head - Human Resources, HSBC Bank India, describes the clear purpose that lies at the heart of HSBC’s success By Krishnendra Joshi I n the competitive world of banking and finance, where innovation and talent are the key denominators, HSBC has emerged as a true champion for its employees. For over 170 years, this global banking giant has witnessed countless transitions, emerging stronger and more committed than ever to create a workplace where every individual can thrive and flourish. At the heart of HSBC’s success lies a clear purpose - ‘Opening up a world of opportunity’. This purpose drives the organisation’s HR strategy and is deeply woven into its culture and values, shares Archana Chadha, Head of Human Resources, HSBC Bank India. HSBC’s belief in the integral role of its people is evident throughout the organisation. With a relentless focus on creating a healthy and challenging work environment, HSBC empowers its employees to contribute significantly to the strategic priorities of the organisation. The human-centric Employee Value Proposition (EVP) encompasses various elements that make HSBC an exceptional workplace. Total rewards offering At the core of HSBC’s EVP is a comprehensive ‘Total Rewards’ offering, ensuring that employees are supported through all aspects of their lives. Market-leading and flexible benefits, employee-friendly policies and host of career development opportunities form the foundation of HSBC’s Total Rewards philosophy, offering a secure and rewarding environment for its workforce. Career development opportunities: Unlocking potential HSBC understands that continuous learning and growth are vital to employee engagement. To unlock the full potential of its workforce, HSBC provides a bouquet of career development opportunities. From the HSBC University to honorarium for upskilling on new age skills such as Data, employees are presented with a vast array of avenues to nurture their skills and expand their horizons. Policies such as Professional Study and Qualifications Programme offers employees financial assistance to acquire external professional qualifications; and at the same time transformational platforms such as Talent Marketplace help HSBC implement their own version of a gig economy, where individuals are matched to part-time projects and networking opportunities based on their current and aspirational skills, experiences, and BEST PLACE TO WORK - GOLD

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER - OCTOBER 2023 37 At HSBC, we hold our people at the core of our strategy and integral to our overall success. We aim to create a workplace where everyone feels inspired and empowered to contribute towards the strategic priorities of the organisation career ambitions by using artificial intelligence (AI). Fostering recognition HSBC firmly believes in empowering its managers and employees to enhance culture of recognition. Through one of its kind platforms ‘At Our Best’ - all employees receive half yearly monetary budget that they may ganisation is deeply committed to being an inclusive employer, supporting, enabling, and developing talent regardless of background, age, disability, gender identity, ethnicity, religion, or belief, and orientation. Their market leading policies such as Childcare Allowance (fixed allowance for primary caregivers irrespective of gender), Mother Onboard programme (Structured intervention for pre-maternity leave to post maternity leave transition), same sex partner coverage in medical insurance, and healthcare insurance covering gender reassignment are just a few of the testimonials to HSBC’s commitment for promoting a fair and open work culture. N u r t u r i n g w o r k - l i f e balance HSBC prioritises employee wellbeing, recognising its crucial role in productivity and happiness. With a supportive and flexible working environment, coupled with bouquet of wellbeing offerings (through flexi wallet), HSBC enables employees to maintain a healthy work-life balance, contributing to their overall happiness and success. HSBC also constantly benchmarks its benefits such as medical insurance and term life insurance with external market and stays ahead of the curve with its innovative offerings. Legacy of success HSBC’s unwavering commitment to its employees has earned it recognition as a Great Place to Work. “At HSBC, we hold our people at the core of our strategy and integral to our overall success. We aim to create a workplace where everyone feels inspired and empowered to contribute towards the strategic priorities of the organisation. It is our constant endeavour to equip our people to be at their best by cultivating an environment of trust, flexibility, collaboration, learning and wellbeing”, says Chadha. The organisation’s HR initiatives have garnered positive feedback from employees and industry experts alike. With its inclusive culture, comprehensive EVP, and innovative HR practices, HSBC stands tall as a true winner, opening a world of opportunity for its employees and empowering them to achieve greatness. use to recognise deserving colleagues from across the globe. The employees receiving the recognition can redeem these points to avail wide variety of products and services on a marketplace. “Such interventions ensure that employees act as active allies to uphold HSBC values, speaking up when needed and fostering trust and collaboration,” says Chadha. Inclusive work culture Diversity is not just a buzzword at HSBC; it’s a way of life. The orArchana Chadha

38 BW PEOPLE PRIME SEPTEMBER - OCTOBER 2023 WWW.BWPEOPLE.COM “DEI IS PART OF OUR ORGANISATIONAL DNA” HR EXCELLENCE AWARDS › Generational diversity benefits the organisation greatly, says Preethi Ramnarayan, Director, HR- Talent Management, Providence India By Krishnendra Joshi As Director HR-talent Management, Providence India, that was awarded Excellence in Diversity and Inclusion at the BW People HR Excellence Awards 2023, Preethi Ramnarayan has much to share about how to create a culture of Diversity and Inclusion and what impacts it creates overall in an organisation. She begins by describing the uniqueness of D&I Policy and programmes at Providence India: “Our organisation’s vision is ‘Health for a Better World’, and our promise is ‘Know me, care for me, ease my way.’ We strive to deliver world-class, accessible healthcare to the communities we serve, and our vision and promise is underpinned by our values of dignity, justice, compassion, excellence and integrity. She adds, “DEI is a part of our organisational DNA, and at Providence India, we strive to integrate it into all aspects of our HR programmes, from hiring policies and benefits to engagement and EXCELLENCE IN DIVERSITY AND INCLUSION - SILVER

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER - OCTOBER 2023 39 The CHRO’s role is crucial to building a strong organisational culture. They drive business accountability, ensuring that DEI is not just a programme that checks boxes retention. We respect and embrace the uniqueness of all our caregivers and encourage them to bring their authentic selves to work. A diverse, equitable and inclusive culture also helps us unlock human potential, unleash innovation and attract, develop and reward top talent.” She describes the three broad areas of impact, which are: “First, how we hire, engage, develop and retain our employees – whom we call caregivers; second, how we enhance our culture, collaborate, and build synergies with our global enterprise; and third, how we build our India presence and visibility as an employer of choice through impactful programmes and meaningful partnerships.” Leading by example A CHRO’s role in fostering a diverse and inclusive culture within the organisation is immense, be it by way of walking the talk, thinking creatively or being impartial in calling out wrongdoing. According to Ramnarayan, “The CHRO’s role is crucial to building a strong organisational culture. They drive business accountability, ensuring that DEI is not just a programme that checks boxes, but is embedded into the organisation’s business strategy and goals, and aligned with the business leadership.” Further, she says, “At Providence India, all caregivers have a DEI component as part of the performance goals set with their leaders. The CHRO enables this, along with ensuring that policies and programmes running in the organisation are equitable and inclusive.” Gen Z Expectations Managing a diverse workforce has its own challenges. And Ramnarayan describes it in terms of Preethi Ramnarayan differences of expectations and work style across generations: “Many organisations today are talking about how to manage across generational diversity. For example, Gen Z comes with a very different mindset to the workplace and to their learning approach from Gen X and Millennials thanks to the fact that they are the most digitally native generation born.” She adds, “Purpose drives their passion at work. Both Millennials and Gen Z have stronger opinions about what they expect from their place of employment, be it benefits, culture, flexibility, or type of projects. As an organisation, generational diversity benefits us greatly, because we can only be at the cutting-edge of innovation when we nurture diverse thinking.” “Also, as an organisation, we have our ears to the ground at all times,” she says. This is to ensure that the organisation provides the right enabling environment to attract and retain talent. On the issue of aligning employee compensation with D&I goals, Ramnarayan says, “Our compensation follows industry-best benchmarks. We ensure that we pay for the role and not basis the individual’s previous salary alone. We have structured compensation bands in place with strict metrics from a compliance standpoint that we follow to ensure that we abide by these bands. We also ensure that we compensate the person based on their experience, expertise and internal parity within the groups and job families they are hired for.” Ramnarayan informs that this helps the HR manage the person fairly in comparison to their peer group. “Merit increase cycle processes also undergo a thorough review by the HRBPs to ensure that the process is fair and unbiased. When it comes to hiring, our Equal Opportunity Policy on our website applies to all those who are considered differently abled under the RPD Act. Once a candidate is hired as a caregiver, we offer a flexible benefits programme so that caregivers can customise their benefits to their own unique needs,” she adds. Measuring success It is also important to measure the effectiveness of diversity and inclusion initiatives and policies and Ramnarayan describes how the HR team does it at Providence India. “We track effectiveness on number of metrics, including survey feedback for each and every programme we run, participation levels, how our caregivers are engaging with our programme communications and content, how many participate to be active members of our employee resource groups, and core organisational metrics, such as gender balance ratio, compensation balance, etc.”

40 BW PEOPLE PRIME SEPTEMBER - OCTOBER 2023 WWW.BWPEOPLE.COM MANAGING DIVERSITY IS A BUSINESS IMPERATIVE HR EXCELLENCE AWARDS By Meha Mathur Capgemini won the Excellence in Diversity and Inclusion Award at the BW People HR Excellence Awards. Aarti Srivastava, CHRO-India, Capgemini, discussed at length the policies that the organisation has evolved with regard to diversity and inclusion. “At Capgemini in India, we believe that a workplace where everyone feels valued for who they are, isn’t just a powerfully competitive advantage, but also is the right thing to do. A truly diverse culture represents the diversity at the workplace, mirroring the society we live in. This is a moral and business imperative that honours our humanity, gives it meaning, and paves the way for sustainable growth in the new socio-economic order. › CHROs need to influence business leaders to create an inclusive workplace, says Aarti Srivastava, CHRO – India, Capgemini EXCELLENCE IN DIVERSITY AND INCLUSION - GOLD, EXCELLENCE IN LEARNING AND DEVELOPMENT - SILVER

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER - OCTOBER 2023 41 At Capgemini, we believe that managing diversity is not an option, it is a business imperative to have sustainable growth Aarti Srivastava She adds, “At Capgemini, we believe that this can be achieved if diversity and inclusion is integrated in every stage of employee life cycle. This is the uniqueness of how we view D&I policies and programmes.” The organisation rigorously reviews its D&I practices and works with global and local organisations and employees to create equal opportunities for all, addresses biases at the workplace, and equips its managers with skills to be truly inclusive leaders, she informs. Citing example of a successful diversity and inclusion programme, she shares that Capgemini’s commitment to women returning after a break has led to two distinct initiatives. The first one was to ensure that when women employees take a maternity break, they are given full support in transitioning from work to home and then home to work. ‘fareWelcome’ is a maternity support programme designed to support women colleagues’ pre-pregnancy to post pregnancy through awareness programmes, assigning buddy and manager sensitisation which can take care of their physical and mental wellbeing. This programme aims at both individuals and their people managers, ensuring that all the stress and demands experienced by a new mother can be discussed, and managed openly, honestly and in collaborative and supportive environment. The second one is aimed at women who have taken a break from their careers. ‘Captivate’ not only gives an opportunity for skilled women to join Capgemini, but they are also taken through technical and soft skill trainings to speed up the process of learning and settling in. Overcoming Challenges The road to realising D&I goals has its own share of challenges and Srivastava throws light on that too. “Often unconscious bias is seen amongst managers, and it is important to address them. At Capgemini we conduct targeted sensitisations like Culture Brain and Bias for people managers, Recruitment Through Inclusion Lens for talent acquisition (TA) teams and Hiring managers, and Inclusive Leadership Sessions for senior leaders and CXOs.” These trainings, she tells, “focus on unconscious biases and how we make efforts by launching inclusive policies and processes in our day-to-day life. Top management support is very crucial in driving equity and inclusion at workplace. At Capgemini, our leaders are custodians of diversity and inclusion and as an organisation we drive this agenda by setting the right tone from the top.” An important dimension of D&I narrative is aligning employee compensation with D&I goals and Srivastava says, “At Capgemini, we believe that managing diversity is not an option, it is a business imperative to have sustainable growth. For D&I practices to thrive in an organisation, it is essential that there is participation from all employees including top management.” Further, she says, “At Capgemini, our leadership team is committed to creating a workplace that is equal and diverse. Additionally, managers are accountable for maintaining and sustaining a diverse workforce and our talent acquisition teams are given clear targets to measure their performance. HR business partners who support the businesses are also responsible to support the growth, promotion, and retention of diverse employees.” CHRO Role In creating a progressive work culture, the role of a CHRO is paramount, starting from leading by example. A people’s champion herself, Srivastava says, “CHROs need to influence business leaders to create an inclusive workplace, evaluate internal policies and update them with changing times, liaison with ethics and internal committee to ensure that the workplace is a safe space for all employees, connect with employees through panel discussions, town halls, meetings to propagate and encourage all through their own commitment to inclusion.” She further describes that a company’s representation in the industry is often led by leaders and CHRO is one of the roles that needs to represent the company’s commitment in external forums. “To progress on creating employment for all diversities, many external partnerships, including governmental partnerships are required. This is needs to be sponsored by the CHRO.”

42 BW PEOPLE PRIME SEPTEMBER - OCTOBER 2023 WWW.BWPEOPLE.COM HR EXCELLENCE AWARDS By Krishnendra Joshi EMPLOYEE ENGAGEMENT STRATEGY DRIVEN BY PEOPLE AT CAMS › Unearthing hidden talent and potential of employees in the organisation is a key goal says Shobana Priya, AVP HR, CAMS You have been awarded for Excellence in Employee Engagement Strategy. In your view, what is unique about the employee engagement policy at Computer Age Management Services? In any organisation, employee engagement is a big ask and there is enough research that has been done to show its significance and importance. The role of HR is significant. Now what if we invert the pyramid and involve employees in running the initiatives while HR manages the overall governance framework. That is exactly what we at CAMS did with our employee engagement strategy, i.e., driven by the people of CAMS. Living by the truest principles of democratisation, the ‘CAMS Communities’, our employee engagement wing is indeed a conglomerate of hiving clubs, founded by the elected leaders from the organisation. It’s a highly empowered workgroup which brainstorms, ideates, listens to employees EXCELLENCE IN EMPLOYEE ENGAGEMENT STRATEGY - SILVER

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER - OCTOBER 2023 43 The journey in the last 12 months saw a Whooping 120+ events conducted, which speaks for itself the success of the community framework and the power of people’s cohesive actions How do you measure employee engagement within organisations, and what metrics or indicators do you use to assess the level of engagement and identify areas for improvement? The journey in the last 12 months saw a whooping 120+ events conducted, which speaks for the success of the community framework and the power of people’s cohesive actions. Just the HR team driving such initiatives all alone would not have achieved such staggering numbers. The power of collective approach and ‘Inverting the Pyramid’ reaped huge employee traction. Employee energy and stickiness factor has been a big ask and one of the lag factors that one could measure is the attrition percentage. CAMS saw a drop of 4 per cent over last year’s attrition. Employer Branding and our social media presence saw huge traction with many employees, professional fraternity and CAMS Alumni responding and supporting the various events. Specific efforts were made to highlight employees and their achievements, thereby providing high visibility and a platform to reach to larger audience. Can you discuss your experience in leveraging technology and HR analytics to measure and track employee engagement? Technology and analytics are today bed rock for a lot of initiatives that one can plan through and drive in the people practices space – whether it is the very basic HRIS database or that of policy creation based on the feedback that we get from employees through the various surveys that we do. Communities’ initiative was no alien to technology. When we launched the election process to select our club leaders, technology was very handy to conduct free and fair elections. The casting of votes was done through physical ballots to create hype in our large centres to that of e-voting for our employees from various corners of the country to share their rights. Employees could track live counting of ballots too. Communication forms a large part of any engagement programme and usage of our social media platforms both internally and externally have played a significant role in publicising our initiatives. Feedbacks received from employees over the various initiatives are tracked and accordingly improvised for better reach and appropriate connects. on the ground and co-creates solutions. One other key goal was to unearth hidden talent and potential of our people by creating innovative visibility platforms for them to demonstrate. This led to higher engagement levels, empowered work groups and fun-filled environment through teaming, synergy & creativity. It’s a unique way of harnessing people’s talent and potential and building a true Bottoms-up, Inverting the Pyramid Concept at work. How have employee engagement practices evolved in the hybrid model of working? CAMS operates from 280 plus locations, including some remote ones, which means that one needs to have ways and means to reach to every employee working out of our remotest offices too. The communities team devised programmes as they understand their colleagues even much better and crafted out programme frameworks for engaging our outstation employees through virtual programmes such as Weekend Yoga, Workplace Ergonomics, CAMS Super Singer Virtually Yours, Online Chess Olympiad, amongst many others. Leveraging technology has been the cornerstone of our engagement model, through the last few years. The greatest fun was when we had the elections to select our communities’ president, vice-president, secretary and Treasurer. The whole organisation came into live action and the bonding that it created was phenomenal. Thanks to technology and the thinking processes of our amazing teams. Shobana Priya

44 BW PEOPLE PRIME SEPTEMBER - OCTOBER 2023 WWW.BWPEOPLE.COM Employee Engagement, Part Of HDFC’s Cultural Transformation Journey HR EXCELLENCE AWARDS › What leads to employee engagement this year becomes a matter of hygiene in the coming years, says Vinay Razdan, CHRO, HDFC Bank By Krishnendra Joshi For HDFC Bank, challenges on the employee engagement journey are not dissimilar to any other large organisation. If numbers tell you a story, HDFC’s scale and geographical spread covers the length and breadth of the country with 7,000 plus locations. While this degree of expansion seems to be an ominous sign of growth, it also means managing a diverse workforce with a disproportionate head count. In such a scenario, different sub-cultures, regional nuances, and ever-increasing customer expectations only add to the complexity of ensuring a uniform employee experience. Besides, engagement is a moving scale. What leads to engagement this year becomes a matter of hygiene in the coming years. Acknowledging the continuous nature of the employee engagement cycle, Vinay Razdan, CHRO, HDFC Bank says, “Employee engagement is a part of our cultural transformation journey. Levers of HDFC’s winning employee engagement strategy While a humongous employee base is an asset for an employer like HDFC Bank, the bank has taken pragmatic steps to develop a winning employee engagement strategy that covers all bases.” We track and monitor employee experience at a regular frequency to enable real-time action to enhance the working experience of our employees says Razdan. “Significant effort is directed towards new joiners since we experienced a high rate of attrition in this group over the last 18 months,” he adds. Giving a quantifiable example of how the employee engagement strategy has proved to be successful, the veteran CHRO states that the gender ratio has moved from 21.5 per cent to 24 per cent in the last financial year alone, courtesy several strategic initiatives taken to boost women’s engagement at HDFC in the last few years. A vision to create skills at scale A big part of an employee engagement strategy at HDFC is the emphasis on employee learning and development. Talking about the success of learning and development programmes in creating the desired employee engagement, Razdan says that the L&D function aims to deliver leading-edge learning offerings to facilitate the required capability development among employees for purpose and growth. “Our Learning Partner model leverages the performance consulting methodology towards identifying specific business needs, understanding underlying causes, and developing tailored capability-building strategies to address them effectively,” he adds. In addition, the vision of the bank is to broaden the offering modality with eLearning and VILT (Virtual Instructor Led Training) medium. According to Razdan, this will help HDFC bank build skills at scale and reach a larger employee base. Exemplary initiatives Upholding values like integrity, collaboration, and innovation, the HDFC Bank Way serves as the foundational code driving their path to success. Nurture Care & Collaborate (NCC): A unique intervention targeting people managers to EXCELLENCE IN EMPLOYEE ENGAGEMENT STRATEGY -GOLD

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER - OCTOBER 2023 45 The gender ratio has moved from 21.5 per cent to 24 per cent in the last financial year alone, courtesy several strategic initiatives taken to boost women’s engagement at HDFC in the last few years Vinay Razdan enhance their skills, creating a meaningful and engaging employee experience. Listening Organisation: Building an emotional connection through open communication platforms and senior leader interactions, fostering a culture of collaboration. Career & Talent Development: An internally driven talent pipeline, where over 95 per cent of the top 100 roles are filled through internal growth, exemplifying HDFC Bank’s commitment to nurturing its workforce. Employee Wellbeing & Worklife Integration: Flagship initiatives like ‘HDFC Bank CARES’ reflect HDFC’s dedication to holistic employee wellbeing. Regional engagement programmes like ‘Hunar’ and ‘Josh Unlimited’ complement flexible working arrangements. Rewards and Recognition: Fair compensation, benefits and recognition programmes demonstrate HDFC Bank’s appreciation for its employees, enhancing job satisfaction. Metrics of success Leading organisations like HDFC understand the value of fostering a culture of continuous feedback and open communication to promote employee engagement and a sense of belonging. A bi-annual engagement survey, known as ‘VOICE’ serves as the cornerstone for assessing engagement levels. By giving employees a platform to voice their thoughts, HDFC Bank gauges parameters such as communication, collaboration, psychological safety, inclusion, fairness, and workplace environment. This survey empowers the bank to identify areas of improvement and strengthen its commitment to employee engagement. “Our listening architecture is categorised on the themes of how employees want to connect with us rather than platforms/ medium-based connect. We have a blended approach ranging from bi-annual feedback on overall engagement to real-time feedback to get a sense of the pulse of employees,” says Razdan. Razdan’s insights unravel HDFC Bank’s commitment to nurturing an engaged and empowered workforce. Their unique approach, spanning from L&D transformation to holistic wellbeing initiatives, exemplifies their dedication to employee satisfaction and growth. HDFC Bank’s journey towards becoming a Great Place to Work is underlined by its consistent alignment of business strategy with employee engagement, fostering a culture of excellence and inclusivity.

46 BW PEOPLE PRIME SEPTEMBER - OCTOBER 2023 WWW.BWPEOPLE.COM Wellness Before Business Wellness Before Business HR EXCELLENCE AWARDS › Organisations must focus on employing aacross the full suite of digital technologies, says Harshvendra Soin, Chief People Officer & Head - Marketing, Tech Mahindra By Upasana Tech Mahindra, part of the Mahindra Group, founded in 1945, is focussed on leveraging next-generation technologies including 5G, blockchain, metaverse, quantum computing, cybersecurity, artificial intelligence and more, to enable end-to-end digital transformation for global customers. It is the fastest growing brand in brand strength and rated amongst the top 7 IT services brands globally. It is an admired multinational federation of companies with over 2,60,000 employees in over 100 countries, known for its leadership in various industries including farm equipment, utility vehicles, IT and financial services in India and is the world’s largest tractor company by volume. It also has a strong presence in renewable energy, agriculture, logistics, hospitality and real estate. The ees (for building resilience and develop coping strategies) to build psychological safety. Further, as a leading digital transformation provider, Tech Mahindra has strived to leverage its digital prowess to establish best practices for its employees, clients and partner ecosystem. Along these lines, emotional wellness self-assessment tools like emotional wellgroup’s focus is on leading ESG globally, enabling rural prosperity and enhancing urban living, and driving positive change in the lives of communities and stakeholders. “At Tech Mahindra, we believe in ‘wellness before business’ and employee wellbeing continues to be among our topmost priorities. We believe in keeping the conversations going and communicating with all our stakeholders, whether it is our associates, customers or society at large. The aim is to celebrate each moment and empower everyone to rise,” says Harshvendra Soin, Chief People Officer and Head - Marketing, Tech Mahindra. Wellness initiatives Tech Mahindra has rolled out several WellnessFirst initiatives for a happier, healthier and more productive workforce. For instance, their Wealth of Wellness (WoW) programme ensures preventive, personalised and proactive holistic wellness across all eight dimensions of wellness – physical, emotional, financial, occupational, intellectual, social, spiritual and environmental. Its AMIGO Programme and People Care Manager Programme was rolled out where over 80 training & learning sessions were conducted. This included trainings for managers (to sensitise them and to equip them with handling employee’s wellness concerns) and employBW PEOPLE CHAMPION OF THE YEAR, EXCELLENCE IN EMPLOYEE EXPERIENCE - SILVER

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER - OCTOBER 2023 47 The next years of transformation will be driven by enhanced and personalised human-centered experiences, providing profound customer insights, technology enablers and operations capabilities to help customers in their transformation journey and embrace digital disruption ness test are made available, where more than 8,500 employees have assessed their stress levels to self-care. Curated webinars/interventions are provided for building psychological safety and managing personal and professional stressors to have a good work-life balance. So far, more than 10,000 employees have participated in these interventions. Formative years Before joining Tech Mahindra, Soin was the Chief People Officer at Fortis Healthcare, looking after all areas of Human Resources. He has also worked with Aditya Birla Retail as a Chief People Officer before Fortis. He has had the opportunity to take up the role of Senior Vice Presidriven by enhanced and personalised human-centered experiences, providing profound customer insights and operations capabilities to help customers in their transformation journey and embrace digital disruption. As Soin says, “Organisations must focus on employing comprehensive investment strategies across the full suite of digital technologies, from advanced analytics to machine learning. Robust skilling initiatives must be introduced to keep the talent pipe-line brimming. These investments correlate positively with financial profit and growth, demonstrating not just the advantages but also the need for digital transformation as the world transitions to new ways of working and enhanced customer expectations.” dent - People Excellence in Bharti Enterprises, before moving as the Head – HR for Bharti Retail. Again, he has also worked with the Oberoi Group and Punwire and throughout his career span, he has strived to create innovative HR Processes and Policies. He is associated with Tech Mahindra from 2012 and currently dons the hat of Global Chief People Officer and head of Marketing at Tech Mahindra. With the experience he has gathered over the years, he endeavours to ensure world-class infrastructure, facilities, safety, comfort, care, flexibility and recreation opportunities for people to optimise their potential, thrive in a great environment, become the best versions of themselves, strike a healthy work-life balance and achieve all this without hurting the planet. Productivity quotient Automation has become increasingly common in the HR space to reduce the time taken for repetitive tasks, improve the employee experience and provide operational insights that take up valuable time of HR personnel that could otherwise be used more productively for betterment of the team and organisation. Technology has indeed been an enabler, but Soin believes that moments of truth are always human – and matter more. Re-evaluating the level of automation of HR and providing a ‘human interface’ to employees where personal interaction adds value, should be the chosen way ahead. Embracing upskilling Accelerated digital transformation offered the organisation an opportunity to deliver seamless customer experiences regardless of channel or place. The next years of transformation will be

48 BW PEOPLE PRIME SEPTEMBER - OCTOBER 2023 WWW.BWPEOPLE.COM “Our Caregiver First Approach SUPPORTS THE EMPLOYEE JOURNEY” HR EXCELLENCE AWARDS EXCELLENCE IN EMPLOYEE EXPERIENCE › Self-care is not a luxury, but a necessity, says Kapil Takkalapally, Director- HR, Providence India By Krishnendra Joshi As the recipients of Excellence in Employee Experience Award, how would you define employee experience within your organisation? We believe that great employee experiences can only happen when employees feel that they are living the organisation’s promise. At Providence, our promise is ‘Know me, care for me, ease my way’. This promise stems from our 170-year-old legacy of providing equitable, accessible and affordable health care to all. In India – where we are transforming and innovating care and the care experience through technology and engineering – we bring this promise to life by creating personalised experiences to engage our employees, whom we call ‘caregivers’, making each caregiver feel individually cared for, and in control of their own journeys. We measure the impact of our caregiver experience programmes in a number of ways, including our annual caregiver experience survey, regular focus group discussions, in-person feedback, candidate experience

WWW.BWPEOPLE.COM BW PEOPLEPRIME SEPTEMBER - OCTOBER 2023 49 We are committed to providing caregiver experiences that further our goal to build an inclusive organisation that unlocks human potential, unleashes innovation, and creates an environment where everyone feels they have an equal opportunity to grow approach to all our overall benefits, programmes and practices tailored for our caregivers. We are committed to providing caregiver experiences that further our goal to build an inclusive organisation that unlocks human potential, unleashes innovation, and creates an environment where everyone feels they have an equal opportunity to grow. Our caregiver experience programme looks at supporting five dimensions of a caregiver’s life: to feel understood and foster a sense of belonging; to feel connected and create a sense of shared purpose to our organisation’s vision; to feel cared for through our wellbeing and benefits programmes; to feel valued through personal and professional growth in the organisation; and finally, to feel autonomous with ownership of their time and their personalised benefits and journey at Providence India. Professional development opportunities are important indicators to provide a holistic experience to employees. How should organisations address the challenges of employee redundancy at work? In the past, it may have been acceptable to learn a skill and then use the said skill for the duration of one’s career. Today’s reality looks radically different: The skill life cycle, or the period in which a skill is innovated, flourishes and then becomes irrelevant, continues to drop significantly. Some practices that help Kapil Takkalapally us at Providence include coaching employees to adopt a growth mindset that motivates them to constantly learn and improve their skills to stay relevant and add more value to their work and roles. We have created internal mobility programmes that allow employees the opportunity to move between roles even if they do not possess 100 per cent of the skills, as these can be addressed through learning programmes. One of our landmark innovations is a democratised learning programme at Providence India. Our caregivers came together to work on the problem and created a unique programme called Healthcare Learning League (HLL) in collaboration with our US based physicians, nurses, and domain experts. How integral is the element of employee feedback for an HR department to create the right employee experience? It’s essential for us to get feedback from our employees, because it gives us a window into understanding their unique needs and then provides the personalised experiences that will make them feel heard and cared for. Seeking continuous feedback on how employees are experiencing the organisation, especially for moments that matter is of paramount importance. We think of these as moments that impact employees’ organisational experience most significantly. As such, they tend to be the most emotional and the most memorable, making up the caregiver’s experience – and over time, determining how positive or negative it is. surveys, post-event surveys, external industry benchmarking surveys and external recognition of our programmes, such as our Learning & Development, DEI and wellbeing programmes. In 2022, our employee experience survey scores showed a 92 per cent sustainable engagement rate, while 94 per cent of our caregivers felt aligned to our mission and values. Our ability to attract top talent from the technology and services industries also reflects positively on our growing employer brand and strong value proposition. What initiatives or programmes does the company have in place to enhance employee experience? As a health system, we must ensure that our patients experience holistic health and wellbeing, and our caregivers experience the same. It is a moral responsibility for us and a core tenet of the work that we do to enable our vision of health for a better world. Therefore, when establishing Providence India in 2020, it was imperative for us to ensure that we take a ‘Caregiver-First’

50 BW PEOPLE PRIME SEPTEMBER - OCTOBER 2023 WWW.BWPEOPLE.COM HR EXCELLENCE AWARDS EXCELLENCE IN HR TECHNOLOGY - GOLD › Organisations looking for unified AI-enabled solutions to manage the entire employee experience journey, says Sourabh Deorah, Co-Founder & CEO, Advantage Club By Krishnendra Joshi Advantage Club is a Global platform for Employee Engagement, Recognition and Communities. How have you leveraged HR tech to enhance the company’s business objectives? Our HR technology has garnered much attention among employers and employees in recent years. It has helped us connect and benefit both the brands and organisation’s client /employees. We intended to provide an end-to-end solution to facilitate meaningful client and employee engagement through exclusive privileges and rewards our brand partners provide. The platform has become a trusted tool for businesses to engage with their employees/clients meaningfully and for marketers to reach out to their target customer groups quickly. • We have reduced attrition by 55 per cent for employees engaged on our platform. • We have made one platform for all employee engagement needs. • Our redemption rates are north of 90 per cent, whereas the industry standard is 60 per cent. What challenges or pain points was the company facing in the absence of the right HR tech solution? Earlier, the entire process was done manually, which meant having the complete decision-making on excel or e-mails and gifts being very rigid, ineffective, and painful to manage. Unfortunately, most software providers were very rigid, offering point and catalogue programmes that lack value and impact, and in-house manual programmes just don’t work. A well-thought-out flexible benefits programme has proved to increase employee engagement, higher productivity, and performance effectively. It also facilitates attaining an improved organisational culOffering End-to-End TECH SOLUTIONS ture and a strengthened employer brand. With this initiative, the HR department made immense efforts to make employees feel special and that the organisation they are working for has provided such curated benefits for their wellbeing. At the same time, employers don’t have to struggle to create an ideal plan to appease every employee when offering flexible benefits. Instead, they can empower employees to decide by themselves, ensuring they receive the benefits that best serve their health, finances, and personal and professional goals. What factors do you consider when evaluating and selecting HR technology solutions for your organisation? When evaluating and selecting HR Tech, we ensure employee benefits are meaningful, valuable, and holistic to their needs. With this view in mind, we have launched several holistic employee wellbeing offerings, such as the Flexible Benefits solution