REGISTER NOW APRIL 29, 2024 BENGALURU EMPOWERING THE JOURNEY FROM K-12 TO BEYOND NexGen Edu fifffflfflffifl ffffifi fi fifffifflffiflfiffifififffi SUPPORTING PARTNER UNIVERSITY PARTNER EDUCATION PARTNERS EVENT PARTNERS fifffflffifl fffi fifffflffiflfflffi flffffi ff ffiffl ffffiflffffiffl ffl flffi ffl fl flfflffi fffflffiflffffi ff ffflfl fl ff fifffflffiflfflffi University of Agricultural Sciences, Bangalore fffi ff ffffifflfl flffffl ff ff fl ffi ffiffifflffiflffifffl ffl fl ff ff ffi ffffi ffiflfflfl fl ff ff ff fifffflffiflfffflff ffiflfflffffflfflfl fl fflflfl ff fffflfffl ffifl fffflflffl ffflfl fffflff flff fffflflfflff ffff fffflff ffflfflflffff flfl ffl ffffifflflflfffffflff fffl flfflffi fffl ffi ffiffifl ffifl fffflflffl ff fffflff ffiffifl flffl ff ffflff fflff flflffffiffl fl fflffflff ffl fffflff ffiflffflflffffi fflflffi CHIEF GUEST SCHOOL SPEAKERS fifffflffifl ff ff fffl ffi ffifl fflfflffifffffl fflff KEYNOTE fifffflffiflflfffl ff fifffflffiflff flffi ffffifl fflfffl fflff HIGHER EDUCATION SPEAKERS
HR 40 Under 40 52 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM THIS IS THE BEST TIME FOR HR › Poulomi Saha, Senior Unit ManagerBP HR, Infosys, on how HR is bringing about micro changes for macro impact Can you share a brief overview of your career journey in the field of HR, highlighting key milestones and achievements? I started my career journey in HR with Infosys as a management trainee. I have been a business partner in HR for eclectic groups with diverse skill sets across geographies. I have also led the compensation and benefits for the enabling functions, which house diverse roles across geographies. I have also championed the employer branding charter from the HR end. I have been passionate about HR digitation and data democratisation in the organisation to drive data based talent decisions. The key milestones in the last two years have been acknowledgement from all the business units as the best partner, a striking hat-trick with Great Place to Work in India, curating the People Analytics course and the rollout of the organisation-wide RNR platform. What innovative HR practices or strategies have you implemented in your organisation or career that you believe have contributed to your success? I think as HR, we play a key role in being the employee champion, culture custodians, changemakers, and driving business objectives with talent interventions. As part of my HR journey, I have been able to play each of these roles with élan. An analytical mind, clear consciousness, and intent to identify opportunities to amplify talent help to come up with talent interventions that help the business meet its objectives. What challenges did you face in the formative years of your career? I had a very supportive ecosystem throughout my career. Life-changing events like motherhood were supported with flexibility and sabbaticals. I was fortunate to get good day care to overcome the mother’s guilt and a very supportive spouse who took equal responsibility in parenting. Being open to opportunities, being agile, being humble, and having a quest for learning are key attributes for success in any field, including HR. How do you see the future of HR? This is the best period for HR as it takes centre stage to drive micro changes for macro impact in multi generation, diverse talent across geographies, working in a hybrid setup. Major transformations happening are HR digitisation, usage of AI, fluid careers, and HR being at the forefront of the ESG charter. Young professionals will play a key role as they bring fresh perspective to question the status quo. By Krishnendra Joshi Young professionals will play a key role as they bring fresh perspective to question the status quo Winner Perspective
40 Under 40 HR WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 53 ADAPTING TO TECHNOLOGICAL SHIFTS CRUCIAL › Pronoy Dey, Deputy Manager Learning, Research & Technology, Tally Solutions, says young professionals who seamlessly integrate technology and bring a change-oriented mindset will be pivotal in shaping the future of HR Can you share a brief overview of your career journey in the field of HR, highlighting key milestones and achievements? In my 11-year journey in Learning and Development (L&D), I transitioned from an MCA graduate to a seasoned professional, fuelled by a passion for continuous learning. My early experience at IBM India laid the foundation for my evolution as a facilitator and performance consultant. Through my tenures at Practo Technologies, Computer Associates, Altran, Capgemini, and now Tally Solutions, I have worn multiple hats, from managing compliance programmes to setting up POSH processes. Notable achievements include streamlining annual compliance programmes and leading function-specific initiatives. Currently, I spearhead the digital learning initiative at Tally, crafting strategies and building an ecosystem for continuous learning. My current project involves implementing a digital learning solution, aligning with my commitment to fostering a culture of continuous learning. What innovative HR practices or strategies have you and your team By Krishnendra Joshi Building alignment and fostering stakeholder unity are common challenges. Identifying the need and demonstrating the value of solutions are critical implemented in your organisation? I championed annual compliance programmes, establishing efficient processes. Leading the digital learning initiative at Tally, I focus on alignment, co-creation, and empowerment. Aligning objectives, building partnerships, and empowering stakeholders have been the cornerstones of my initiatives. What valuable lessons have you learned along the way that you think could benefit others in the HR community? Challenges often revolved around building alignment and fostering stakeholder unity. Identifying the need and demonstrating the value of solutions is crucial. Networking played a pivotal role in garnering support. Looking ahead, how do you see the future of HR evolving? What role do you envision young professionals playing in shaping the industry? The dynamic nature of today’s world places HR at the forefront. Continuous evolution in response to organisational and technological shifts is imperative. Young professionals, seamlessly integrating technology and bringing a change-oriented mindset, will be pivotal in shaping HR’s future.
HR 40 Under 40 54 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM › Reshmi Thomas, PrincipalEmployee Relations, Infosys, shares her views on evolving HR practices, challenges, technology and more. Excerpts: both at PSU and with MNCs such as banking, ITeS, automobiles, and aerospace. Some of the key milestones would be the opportunity to have been part of designing and implementing strategic IR frameworks in the organisations. What innovative HR practices or strategies have you implemented in your organisation or career that you believe have contributed to your success? An innovative practice would be designing an abridged disciplinary inquiry proceeding framework for a PSU that I was associated with. Another area would be adopting technology to automate case management, which has helped me appreciate faster and more structured ways to manage employees’ concerns. Did you face any challenges in the formative years of your career?How did you overcome them? Yes, some of the key challenges I have encountered are as follows: 1. Dealing with intricate employee matters, such as conflicts, performance issues or grievances, was challenging. Developing the ability to handle these situations effectively is a learning process. 2. Establishing credibility as an HR professional takes time. 3. HR professionals often need to balance being advocates for employees while maintaining a neutral stance. Striking the right balance can be challenging. 4. Employee relations roles can involve highstress situations, such as managing terminations or addressing serious employee disputes. Learning to navigate these situations professionally is a skill that is challenging. Two of the key attributes that will benefit HR professionals are: 1. Ensuring that you understand organisational dynamics as every organisation has its own unique culture, policies, and dynamics. 1. Keeping sharpening your business acumen helps you adapt your objectives and strategy What role do you envision young professionals playing in shaping the industry? The future of Human Resources is likely to see several transformative trends and the role of young professionals will be instrumental in driving these changes. Young HR professionals are likely to play a crucial role in the integration of advanced technologies such as AI, machine learning, and analytics. These technologies can streamline HR processes, enhance decision-making, and improve the overall employee experience. Young professionals are likely to champion DEI initiatives, contributing to more inclusive workplace cultures. By Krishnendra Joshi HR professionals often need to balance being advocates for employees while maintaining a neutral stance Can you share a brief overview of your career journey in the field of HR? As a lawyer by profession, my career in industrial relations was shaped by managers who doubled up as mentors. I have had the opportunity to work with varied industries NEVER STOP LEARNING
40 Under 40 HR WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 55 CHALLENGES SHAPE US › Sandeep Gautam, HeadHR, Adani Energy Solutions, believes in purpose-driven individuals Sandeep Gautam, HR-Head, Adani Energy Solutions Ltd, is a strong believer in the power of purpose-driven individuals. His area of expertise lies in people, performance, and culture. Gautam began his HR career in a leadership programme, where he gained a deep understanding of critical business issues from an HR perspective. He then went on to hold an international role, working with people from over 60 different nationalities across 40 countries. In his current position, Gautam is actively contributing to a rapidly growing business, aligning himself with its goals and the cause of nation-building. Gautam is an advocate for innovative HR practices and has found success in implementing a forward-thinking approach that includes updating technology, systems, software, and processes to stay relevant in the face of evolving business environments. He encourages a culture of experimentation and learning from experiences in order to foster open and bold organisational environments. Gautam has also found value in using art, culture and sports within organisations to build trusting relationships, promote inclusivity and develop winning teams. He emphasises the importance of breaking down silos, encouraging cross-functional collaborations and rewarding teamwork for the successful execution of any strategy. According to Gautam, challenges, especially in the early stages of one’s career, are crucial in driving individuals to seize opportunities and remain agile. He stresses the importance of maintaining close collaboration with the business and maintaining a strong connection to the ground. He believes that leading with authenticity and equanimity helps to establish deep-rooted connections, enabling effective leadership within organisations. When asked about the role of HR, Gautam believes that each generation will witness new technologies that will surprise and redefine the landscape. He encourages HR professionals to be proactive in championing change, serving as catalysts for transformative shifts and embracing the opportunities brought forth by technological revolutions. He believes that continuous learning, the application of knowledge and the drive to create impact are imperative for HR professionals in the face of emerging technologies. By Krishnendra Joshi Breaking down silos, encouraging cross-functional collaborations and rewarding teamwork for the successful execution of any strategy is extremely important
HR 40 Under 40 56 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM › Santosh Bayaluseeme Raghunath, HR Director: Leadership and Culture COE, NTT Data Services, on the role that HR plays in creating enabling work culture in an organisation How did you get interested in the HR field and what have been some major milestones in your journey? My schooling had activities where students worked on social projects or art assignments during holidays. This sparked the interest to work with people and be result oriented. I guess, this could have been one of the HR strokes that was in me. What is your vision for HR profession and what transformative role can it play in the success of a company? An HR will continue to play a strategic role in articulating what’s right for the employee and employer. Creating an environment where employees can share their vulnerabilities openly and work with people who will help them sail through to good times will play a great role in enhancing EX and morale. How should HR professionals themselves envision their contribution to the world of work? HR professionals must envision themselves as working like the experts that experts turn to. Each stakeholder must see them as an expert who they can bank upon. What have been some path-breaking initiatives by your team that have created significant impact? We designed and implemented L&D programmes that were aligned to organisational goals. We collectively contributed to the content development, training delivery and instructional design of the learning collaterals. We improved learners’ experiences as we architected interventions that leveraged emerging technologies and used advanced andragogical methods. Further, we contributed to the career progression journey of the employees through our in-house training programmes. By Meha Mathur HR professionals must envision themselves as working like the experts that experts turn to CREATING ENVIRONMENT WHERE EMPLOYEES CAN SHARE THEIR VULNERABILITIES
40 Under 40 HR WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 57 HR CAN TAKE A LEAD ROLE IN MANAGING ORGANISATIONAL CHANGE › Shaitansingh Bishnoi, HR Business Partner, Adani Group (at the time of receiving award), on the evolving role of HR and how it can support company’s objectives HR plays a pivotal role in fostering a diverse and inclusive workplace Evolving HR Trends The HR (Human Resources) profession is continually evolving and its role is becoming increasingly strategic in contributing to the success of a company. Some of the evolving trends are: Strategic partner: HR professionals are transitioning from being purely administrative to strategic partners in organisational decision-making. They play a crucial role in aligning human capital strategy with overall business strategy, ensuring that talent and workforce planning support the company’s objectives. Talent acquisition and retention: Attracting and retaining top talent is a critical factor for success. HR can use data analytics and technology to identify and recruit the right people, as well as implement strategies to enhance employee engagement and reduce turnover. Employee development and learning: HR can create a culture of continuous learning and development by implementing training programmes, mentoring initiatives and other strategies to enhance employees’ skills and keep them updated with industry trends. Diversity, Equity and Inclusion (DEI): HR plays a pivotal role in fostering a diverse and inclusive workplace. By developing and implementing DEI strategies, HR can create an environment that values differences and promotes equal opportunities, leading to improved employee satisfaction. HR technology integration: Embracing HR technology can streamline processes, automate routine tasks and provide valuable data insights. This allows HR professionals to focus more on strategic initiatives and decision-making rather than administrative tasks. Employee wellbeing: The wellbeing of employees is increasingly recognised as a critical factor in organisational success. HR can promote work-life balance, mental health programmes and initiatives that enhance overall employee wellbeing. Change management: In an era of rapid technological advancements and market changes, HR can take a lead role in managing organisational change. This involves effective communication, training and support to ensure that employees adapt successfully to new processes and structures. My interest in the HR field was initially sparked by observing HR professionals within the industry and delving into extensive reading on the subject. This exposure not only provided insights into the multifaceted nature of human resources but also ignited a genuine passion for understanding and contributing to the dynamic intersection of people and organisations. The diverse challenges and opportunities within HR fascinated me, ultimately propelling me towards a rewarding journey in this field. By Team BW People
HR 40 Under 40 58 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM A TRUE HR PROFESSIONAL IS THE CUSTODIAN OF CULTURE › Shambhavi Misra, Senior Associate Director, KPMG Global Services, describes the diverse roles she has performed in HR, including environment and social learning agenda for the present organisation The future of HR is full of exciting possibilities, with the potential to become a truly transformative force within organisations, believes Shambhavi Misra. She says, “HR will be instrumental in aligning people strategies with overall business goals. Technology will continue to disrupt the workplace and HR will need to be at the forefront of this change. Embracing AI, Automation and Data Analytics will be essential for streamlining processes, enhancing efficiency and making data-driven decisions.” Describing her interest in Human Resources, she says, “I have been asked the question ‘Why HR’ several times. And my response is always ‘Why Not HR’?” “I think the value an HR professional can bring to an organisation is like no other function. A true HR professional is the custodian of culture, people engagement, purpose and strategic priorities. Who we are, how we operate and how we grow is facilitated by HR function, driving value creation and business results,” she adds. In the last 14 years of my career, she has got opportunities to work across organisations like Vedanta, Deloitte and KPMG Global Services. My experience has ranged into roles like OD, L&D, culture, recruitment and employee experience. Expressing gratitude, she says, “I have been fortunate to work under the guidance of my mentors and coaches who have made my journey meaningful, as also extremely capable team members who have been my pillars of support.” HR’s role Misra believes HR professionals hold immense potential to contribute to the future of work in transformative ways, like: Shaping a human-centric future with ‘designing flexible work models’ & ‘fostering a culture of belonging and inclusion’; navigating technological disruption; building a culture of continuous learning and development; HR can play a key role in promoting sustainability within organisations involving implementing green initiatives, and encouraging a culture of environmental awareness. By Meha Mathur A true HR professional is the custodian of culture, people engagement, purpose and strategic priorities. Who we are, how we operate and how we grow is facilitated by HR function Developing Leaders for Tomorrow Within her organisation, she has spearheaded several initiatives to develop leaders of tomorrow, through various leadership programmes, social learning platforms and learnings on new age skills. “In a fast-moving tech-driven world, we as a team have leveraged technology to build customised career paths; worked on app-based engagements and immersive experiences for new joiners. I consider myself fortunate to be working on my higher purpose alongside, as I lead the environment and social learning agenda for the organisation,” she concludes.
40 Under 40 HR WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 59 I ENJOY TRANSFORMATIVE CHANGE IN COMPLEX & AMBIGUOUS ENVIRONMENT › Shashwat K Mitra, Global Head of Human Resources, KPIT Technologies, describes how he got interested in HR field and how his team is steering transformation in the organisation By Meha Mathur Being able to have a deep connect and passion for mobility kept me going in this field Shashwat K Mitra moved from engineering to Human Resources but has “always stayed in and around engineering companies since then”. Describing the reason for him getting interested in Human Resources, he says, “Being able to have a deep connect and passion for mobility kept me going in this field. Being able to drive organisations through transformative change in a complex and ambiguous environment is something which I enjoyed.” Drawing from his experience in this field, Mitra says, “HR plays a pivotal role for the organisation in terms of anchoring and driving key metrics, transformations and driving business efficacy. Being a strategic advisor, we share a neutral advice for the growth of the organisation while realising the truest potential of people.” Business acumen needed In the midst of changing business dynamics, the expectations from HR professionals have also changed dramatically. They now wear a business hat too. The question arises, how should HR professionals envision their contribution to their organisation, and to the business. Mitra says, “Keeping an undivided attention on the outcome, thinking long term and considering all aspects before arriving at the decision (is important). Business acumen is a key to know and then contribute positively to the organisation.” Transformation programme He points to the transformative journey towards the culture of excellence through a programme called ‘7 behaviours’. “We implemented an organisation-wide 360 degree (programme) for development all the way, from a fresher to the top leaders and then driving the development through the focussed individual development plan. This has been an integral part of our approach and the outcomes are distinctively seen in results. The organisation has become more reflective in the process.
HR 40 Under 40 60 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM MULTIDISCIPLINARY SUBJECTS CONVERGE HERE › Sheeba Tyagi, HR Transformation Leader, on how a diverse range of skills are called forth in Human Resources “I wish to elevate the HR brand as a change management expert, that can build strong and progressive business leaders for the future. HR has a critical role to play in influencing the young generation to inculcate personal values and find alignment with the larger socio-economic cause,” says Sheeba Tyagi, HR Transformation Leader. Gung-ho about HR and why she went for this domain, she says, “HR in my view is a field where multi-disciplinary subjects converge such as sociology, psychology, sales, marketing and everything to do with numbers and data, creating a unique synergy and environment to practice a wide array of skill sets and influence the structures and people for desired sustainable change.” Talking about how HR professionals should themselves view their role, she says, “HR is the nervous system of the organisation that ensures sustained business growth through a network of human connections. It is the anchor to build equitable, fair and diverse organisation DNA and is integral to build and grow the talent pool aligned to organisation vision.” Myriad initiatives Tyagi has been able to transform the organisations she has worked with through varied the HR practices such as: Technology enablement and process streamlining; coaching several leaders to discover their purpose and empowered them to lead teams with a difference; building diversity and inclusivity by enabling leaders to successfully lead global projects and navigated diverse cultural perspectives while also executing turn-key projects to enable a resilient and agile culture. “All this has allowed me to build and inspire positive work culture through initiatives to create a rewarding environment, where people feel belonged and cared for,” she informs. She and her teams have been part of several pathbreaking initiatives, like: l Successfully working across geographies and nationalities while integrating diverse perspectives to align with common vision through D&I initiatives spread across communities of women, LGBTQ, veterans and moms after maternity breaks etc; l Building cultural sensitivity and integrating diverse industry and business by developing understanding of the impact that various enablers and detailers have on business while customising HR solutions to build processes that drive business outcomes; l Community engagement and enhancement to create awareness and being a means to enable social change; l Helping the young generation workforce to grow into holistic and strong value professionals for sustainable generational impact; Working with young students to help them build stronger character, work ethic and streamline their worldview. By Meha Mathur HR is the nervous system of the organisation that ensures sustained business growth through a network of human connections
40 Under 40 HR WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 61 HR MUST ADVOCATE FOR FAIRNESS › Soni Bundele, Manager - Human Resources, Indian Hotels Company, says HR professionals should advocate for fairness and equality at the workplaces Soni Bundele, Manager, Human Resources, Indian Hotels Company, believes that the future of the HR profession is inextricably linked to the changing workplace landscape, which is being driven by technological advancements and changing employee expectations. She thinks that HR professionals will increasingly act as strategic partners to business leaders. According to her, HR will focus on enhancing the employee experience across all touchpoints, from recruitment to offboarding, which involves creating a positive work environment and fostering a culture of inclusion and belonging. Apart from this, HR will play a critical role in developing future leaders within the organisation. Talking about her HR professional journey, she says she has an interest in human behaviour, psychology, and interpersonal dynamics. “In early on my career, when I had an opportunity to work in the HR function, that gave me a lot of insights into. I was also fortunate to be part of an organisation that gave me the opportunity to understand the 360-degree view of HR function,” she says. Her achievements include leading two regions comprising 20+ hotels successfully. She played a pivotal role in managing the entire HR transformation and employee dynamics, along with driving talent management strategies, when an organisation decided to embark on the journey of driving our own F&B-run hotels. When asked how HR professionals should envision themselves, she says that HR professionals play a crucial role in shaping the world of work and fostering positive organisational cultures. HR professionals should prioritise the well-being of employees, ensuring that workplaces are safe, inclusive and supportive. HR professionals play a key role in identifying and developing talent within organisations. HR professionals should advocate for fairness and equality in all aspects of employment. They can work to eliminate biases. HR professionals often spearhead organisational change initiatives, whether it’s implementing new technology, restructuring teams, or adapting to evolving industry trends. By Meha Mathur HR professionals should prioritise the well-being of employees, ensuring that workplaces are safe, inclusive and supportive While sharing some initiatives taken by her team, she says that the Covid-19 pandemic accelerated the adoption of remote work policies on a global scale. We were able to play a crucial role in implementing remote work arrangements. Recognising the importance of work-life balance, we have introduced flexible work arrangements such as flexible hours and job sharing. We have increased focus on employee wellness initiatives to support the physical, mental, and emotional well-being of employees. HR technology has transformed the way HR departments manage key processes such as recruitment, onboarding, performance management, and employee engagement, which is on the way for us.
HR 40 Under 40 62 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM HR, GATEKEEPER OF BUSINESS ETHOS › Srijeet Sarkar, Director - Human Resources, redBus (GO-MMT Group) describes his vision for the HR role Srijeet Sarkar was keen on pursuing Human Resources because, in his words, “I strongly felt that I had the potential to drive key business outcomes with empathy because of my underlying interest in understanding both technology and people. I was clear about my focus area within HR being HR Business Partnering.” During his college placements, he was vying for a job in a product-based firm to leverage his skills optimally in a conducive environment and started his career at Oracle. Starting his career by managing an employee base of over 1,000 engineers as their sole HR business partner and developing and delivering training modules from scratch on dive dysfunctions of a team, Sarkar has achieved several organisational feats. Vision for HR Sharing his vision for the HR profession with BW People, he says, “My vision is to always earn a seat at the business table; in order to effectively resolve people’s issues and accentuate business goal deliverables through articulate strategic thinking and HR driven action items.” He adds, “HR can play a transformative role in the success of a company by adapting agile thinking methodology pivoting on business mindset that facilitates forward looking and data-driven digital transformation thinking encompassing a collaborative and inclusive mindset.” He describes how HR professionals should themselves envision their contribution to the world of work. “Whether it is recruitment, engagement, L&D or business partnering; HR has always been the gatekeeper of business ethos pivoting on the core mission and vision of the organisation. We should envision our contribution as something that undeniably brings agility, direction and meaning to a business’s objective of existence by ensuring that the humane aspects are never deprioritised.” He has steered and inspired his teams that have made some path-breaking contributions, like: l Gamification of employer branding initiatives resulting in 3-fold growth of follower count and organisation rating across various platforms; thereby attracting top key talent from the industry; l Developing an in-house metaverse and AI based L&D as well as talent management platform at zero cost, leading to over 25 lakh in savings; l Conducting nuanced training interventions such as campus to corporate, tech talk, emotional intelligence workshop, women leaders’ programme etc which ensure personalised growth avenues for all employees; l Developing the core competency framework structure for each sub-department at organisation level; orchestrating meaningful career dialogues and productivity; and l Driving employee engagement initiatives through various sports events throughout the year, fostering inclusivity and team cohesiveness. By Meha Mathur HR can play a transformative role in the success of a company by adapting agile thinking methodology
40 Under 40 HR WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 63 HRpreneurs › Sughosh Tembre, HR Business Leader, Infosys, believes that as HR professionals, we all should envision ourselves as entrepreneurs HR can transform businesses by understanding the core operations and implementing strategic initiatives that boost revenue, reduce costs, and enhance overall profitability Organisations look for employees who are high on the learning curve, and what can be better than the HR team exemplifying the right attitude. Sughosh Tembre brings to the table the zeal to learn from all experiences. His eagerness to forever learn and excel is the reason why he could also achieve the feat of a PhD in HRM. He describes his approach to work, and HR function, in an interview to BW People. The journey ‘If you can’t beat them, join them’, I got this early life lesson as an engineer on the work floor. But on a more serious note, I got interested in people management during my engineering extra-curricular gigs and organisational behaviour in early career opportunities in the ITES industry, where I decided to pursue a Masters in HRM. Some of the major milestones were working as a management trainee at Tata Motors, which proved to be one of the best on-the-job training grounds. I moved to Infosys 15 years ago and learned enterprise-level systems and processes. My aspiration to work onsite took me to Stockholm, London, and Amsterdam for a few years, which broadened my horizons about work and life. I dabbled at other HR COE functions in Organisation Development, Employer Branding, and Learning and Development. I achieved a personal milestone recently and earned my PhD in HRM with a thesis titled ‘Engagement of Digital Natives at the Workplace’. While the journey continues, I believe that navigating your road to success requires dedication, persistence, and the ability to continuously learn and keep yourself relevant. Vision for HR profession I envision HR evolving from a cost centre to a value- and revenue-generating department. In today’s ever-changing world, HR can transform businesses by understanding the core operations and implementing strategic initiatives that boost revenue, reduce costs, and enhance overall profitability. I believe that as HR professionals, we all should envision ourselves as ‘HRpreneurs’, those who have a passion to help HR function become a brand in itself, take risks, and most importantly, become value generators. We play an important role through our ability to influence people, lead change, develop teams, act as coaches, and be the moral compass of the organisation. We should be extremely proud of the work we do in shaping the future of people. By Savi Khanna
HR 40 Under 40 64 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM › Surabhi Singhal, DGM - Softlines and Hardlines, India and Mauritius, Intertek India, shares her understanding of the role and responsibilities of HR HR wields unparalleled potential. Even a marginal enhancement in people performance, within the purview of HR, can trigger a cascading effect of exponential proportions for an enterprise. I Imagine HR function as navigator in a vehicle, manoeuvring through corporate landscape, with agility and flair,” she says, adding, “Just as a navigator anticipates the twists and turns of the road, HR preps the organisation for potential bumps and accelerates on the stretches of smoother terrain.” Armed with digital savviness and data-driven insights and a passion for nurturing the human element of the organisation, HR helps steer the vehicle through necessary changes ensuring that journey is not only seamless but also enjoyable, according to her. Describing how she got interested in HR, Singhal says, “While working as software developer with leading IT MNCs, I was fortunate to be part of organisation-led community engagements. The experience ignited a realisation of the difference and impact one can make by giving opportunity to human potential to flourish. It motivated me to go for formal HR education and then embarking on a fulfilling journey.” Singhal completed MBA from SIBM Pune and then joined Hindustan Coca-Cola as management trainee. “The organisation provided a great learning environment for partnering with business while leading HR function for Commercial vertical,” she says. Singhal later moved to Internal HR for HCCB’s bottlers in Sri Lanka, Nepal and Bangladesh. This was followed by a stint at Boston Scientific as Talent Acquisition and HRBP for commercial organisation and later taking responsibility of business partnering R&D and commercial organisations. “In my current role with Intertek, I along with my team, am helping to create an engaged, inclusive and high-performance organisation,” Singhal informs. Singhal emphasises that the most impactful initiatives aren’t necessarily ground-breaking but rather rooted in the fundamentals, executed and sustained with purpose. “Across diverse organisational landscapes, my teams have spearheaded impactful brand-building exercises, championed talent agendas and navigated transformative HR journeys in various geographies.” Some of the initiatives introduced pertained to enhancing managerial capabilities, orchestrating succession planning and fostering talent development and were pivotal in driving HR outcomes. “A robust onboarding programme has ensured a strong foundation for every new chapter in our organisational journey,” she says. By Meha Mathur The most impactful initiatives aren’t necessarily groundbreaking but rather rooted in the fundamentals, executed and sustained with purpose GUARDIANS OF CULTURE & CUSTODIANS OF HUMAN CAPITAL HR as a function has an opportunity to have maximum impact on the success of an organisation, believes Surabhi Singhal. “As the guardians of culture and custodians of human capital,
40 Under 40 HR WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 65 HR SHOULD SERVE AS A COHESIVE THREAD › Sushil Patel, Senior Manager -HR, MakeMyTrip, emphasises that HR should operate at the intersection of emerging technologies, human science, and business acumen Sushil Patel has always been captivated by understanding what drives people and how organisations can leverage that drive for success. “In the evolving economic landscape, where financial capital is abundant, I firmly believe that talent capital will be the ultimate competitive advantage. To me, HR is about unleashing human potential, navigating uncertainties, and making a difference at individual, corporate, and societal levels,” he shares. That’s what ignited his passion in this field. Patel got the opportunity to work across diverse industries – IT, FMCG, Consumer Tech, and Real Estate—each at unique stages of growth. “From established global MNCs like Cognizant and PMI to Indian conglomerates like Godrej, and from Series E- funded startups like NestAway to market leaders like MakeMyTrip, I’ve immersed myself in various HR domains. These include HR business partnering, talent management, performance management, learning & development, organization development, talent acquisition, and employer branding,” he informs. He describes two significant milestones in his career path - joining NestAway in its infancy, where he built HR systems, processes, and talent frameworks from scratch, contributing to a remarkable 3X scaleup of the organisation; and his present organisation MakeMyTrip, where he led talent acquisition for the entire business and product functions while crafting campus & employer branding strategies. He says this role “provided me with fresh challenges and opportunities for growth, distinct from my previous eight years of experience”. HR’s contribution Patel believes HR Professionals should envision their contribution as impactful, holistic, and futuristic. “They should operate at the intersection of emerging technologies, human science, and business acumen. Crafting great employee experiences by blending human touch with technology, reimagining the employee-employer relationship, balancing tough decisions with empathy, and adopting a ‘continuous improvement’ mindset is going to be the key to define future of work,” he emphasises. While Covid-19 pandemic has already catapulted HR and Talent from sidelines to centre stage, Patel believes that future too HR will spearhead organisational growth, adaptability, and resilience. “Professionals in this field will drive impact across the 3Ps - People (including communities), Profit (enhancing organisational success), and Planet (fostering sustainability, diversity, inclusion, and equity).” He further says, “A key transformative role for HR lies in constructing purpose-driven, flexible organisations by leveraging human capital and embracing Future of Work trends. HR should serve as the cohesive thread, seamlessly integrating various facets of the organisation rather than operating in isolation.” By Meha Mathur A key transformative role for HR lies in constructing purposedriven, flexible organisations by leveraging human capital
HR 40 Under 40 66 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM DONE WELL, HR HELPS MULTIPLY PROFITS › Tushar Prabhakar, AVP – HR, HDFC Credila Financial Services, answers in a candid manner what HR role entails What is your vision for HR profession? My vision is to provide an incredible, inspiring work experience. Something deserving of your waking hours. Businesses must make the talent experience worthy of the time investment. Getting that point across to the larger audience, enabling and making sure they follow through, is the transformative role of HR. Here’s a litmus test I use very often for course correction – the last working day. “I’ve spent more hours staring at my emails than I should have. I regret it.” If this, or something similar, is your employee’s candid message to the team on their last working day, you have missed ‘vision & transformation’ by a mile. And if it is something like - “Folks, I couldn’t have asked for anything better. Thanks for helping me realise my potential,” - you have cracked the code. How did you get interested in the HR field and what have been some major milestones in your journey? I am a service industry specialist and a hospitality graduate. I learnt very early that good products, right market fit and resilience are the key to successful businesses. But the difference between a good and great business is the people running the show. I ran my own business for some time and I was able to turn a profit faster than most because of the high quality of service given by my staff. That’s the reason I got into HR. We can mould behaviour, drive value, guide and keep the business honest to its people and vice versa. Done well, HR helps multiply profits, sustain growth and build resilience. Done badly, its nightmare fuel on social media. My milestones are my lessons, hard learnt: designations do not create leaders; most conflict is usually miscommunication. Subsequent conflict is usually misinterpretation; there are more than two sides to any story; never make a bad By Meha Mathur Good products, right market fit and resilience are the key to successful businesses first impression, they last forever and the courage to be disliked is usually the hardest to find. What have been some path-breaking initiatives introduced by your team? We have time and again proven to our talent that ‘we care’ and through experiences, they have understood that this is factual, not just corporate lip-service. We have put the human back in human resources. That’s actually pathbreaking. - Above views of the author are personal. These are not the official opinion/stance of HDFC Credila, its management, employees, customers or stakeholders.
40 Under 40 HR WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 67 HR: CHANGE AGENTS, TALENT ARCHITECTS › Vikram Singh, Director HR, InsuranceDekho, believes that HR must evolve from a traditional administrative function to a strategic business partner By Priyanka Singh The transformative role of HR in the success of a company involves strategic alignment, innovative talent management, data-driven decision making and effective change management Vikram Singh, Director of HR at InsuranceDekho, has a clear vision for the HR profession. He believes that HR must evolve from a traditional administrative function to a strategic business partner within the organisation. According to Singh, this transformation is critical, especially as companies move from a VUCA (Volatility, Uncertainty, Complexity and Ambiguity) world to a BANI (Brittleness, Anxiety, Nonlinearity and Incomprehensibility) world. The transformative role of HR, according to Singh, involves several key elements. To begin with, strategic alignment with the overall business objectives is essential. Two, innovative recruitment strategies, fostering a positive company culture and providing opportunities for skill development and career advancement are critical. Next, leveraging data and analytics to make informed decisions about talent management, workforce planning and employee engagement is important. Lastly, managing organisational change is a key aspect of the transformative role of HR. This includes implementing new technologies, restructuring teams and adapting to market shifts. It was in 2012 when Singh joined his first organisation as a software engineer. During his tenure there, he interacted with several senior team members in the HR team for various projects. It was then that he first understood the multifaceted role that the team was playing and he got intrigued by the role HR plays. Since then, he has achieved several major milestones. These include establishing HR development programmes, leading organisation design initiatives, leading M&As across organisations, winning the GPTW certification and setting up large regional teams. Multiple roles Singh says that HR should see themselves as change agents, talent architects, culture stewards, strategic partners, employee advocates, compliance experts, data-driven decision-makers, and learning champions. By embracing these roles, HR professionals can help drive business success and create a positive employee experience in a rapidly changing world. Talking about some path-breaking initiatives taken by the HR team at InsuranceDekho, he says that in the past 11 months at InsuranceDekho, the HR team has implemented several groundbreaking initiatives. These include scaling up the organisation, setting up processes from scratch, designing the PMS philosophy for the new independent organisations or creating retention strategies for the Hi-Pots, leading the biggest culture assimilation programme, and getting GPTW certified. These initiatives have been possible due to the amazing team, who have proven that nothing is impossible, he adds.
HR 40 Under 40 68 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM HR PROFESSIONALS NEED TO BECOME CHANGE CHAMPIONS › Yadhu Kishore Nandikolla, Head of Human Resources, MassMutual India, shares his vision for the HR domain I got interested in HR while I was in school. My teachers influenced me to believe that I can make an impact on others’ professional lives through learning & development. That sowed the seeds for my HR career. During my engineering education, I was actively involved in events that included administrative/management work, communication, coordination, organisation and working with multiple teams. I successfully switched my career path as a technology graduate to an HR professional. Specialising in Learning & Development track for the first few years in HR, I created training content, facilitated learning sessions on behavioural & leadership skills, consulted with businesses for learning interventions and led the training operations team. Thereafter, I transitioned to HR Business Partner role, successfully supporting multiple business units in driving their talent & engagement strategy. Eventually, I evolved to a HR generalist role. Big picture in mind My vision for HR is to act as strategic partners for business in driving its goals & objectives, through the Talent/People strategy, having a big picture in mind. It is essential that HR aligns with the organisational direction/strategy and works together with business, by being actively involved in key decision-making conversations. HR has a key stake in influencing the workplace culture, engagement and communication in the organisation. HR needs to play a pivotal role in coaching, guiding and mentoring the leadership/managers, so that they can focus on talent attraction, engagement, development and retention. Championing the role of change agents, HR needs to transform culture, grooming people managers as role models, delivering excellence and success through their high performing teams. With the whole landscape of ‘work’ undergoing major tectonic shift since the pandemic, HR professionals need to accept & adapt to the new normal and become change champions to drive organisational change from the driver’s seat. Innovative initiatives The HR team has been successful in setting up the entire organisation from scratch in the middle of a pandemic. The team was instrumental in establishing the brand in a new country outside of US, in conducting all HR processes virtually/ remotely, in enabling the organisation to grow in headcount very aggressively and in ensuring a successful return to office for all colleagues. Weekly pulse checks, employee committees, development programmes for women & managers, return to office engagement, activities focussed on employee wellbeing are some of the innovative initiatives the team has taken, which has led the organisation to achieve Great Places To Work certification, for two years in a row. By Team BW People With the whole landscape of ‘work’ undergoing major tectonic shift since the pandemic, HR professionals need to accept & adapt to the new normal
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70 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM › Tech talent is drawn to organisations with a compelling purpose beyond profits I n the era of digital transformation, the role of talent managers has evolved from basic workforce administration to a strategic function that leverages data-driven insights for effective decision-making. The traditional tasks of tracking payroll, filling vacancies and managing headcounts have given way to sophisticated techniques like data mining, artificial intelligence (AI) and machine learning, ushering in a new era of talent management. This paradigm shift, often referred to as people analytics or HR analytics, has become instrumental in shaping the future of human resources by providing actionable recommendations and fostering strategic planning processes. Uncovering a Story In the early days, talent managers lacked access to comprehensive data-driven insights, limiting their ability to make informed decisions. However, with the advent of people analytics, powered by AI and machine learning algorithms, HR professionals now have the capability to extract meaningful information from vast datasets. These smart analytical tools utilise THE POWER OF PEOPLE ANALYTICS IN FOCUS By Savi Khanna
WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 71 With the advent of people analytics, powered by AI and machine learning algorithms, HR professionals now have the capability to extract meaningful information from vast datasets our culture,” adds Mathur. People analytics, as a broader concept downstream from HRMS (Human Resource Management System), focusses on leveraging data for business impact. Organisations are increasingly shifting from conventional dashboards to ‘insightboards’ as part of their people analytics journey. According to Deloittes’ 2022 People Analytics Maturity Study, people analytics is now seamlessly incorporated into daily operations, with interactive dashboards sharing data and insights with stakeholders. HR professionals are actively participating in data governance and purposefully developing procedures that support high-quality data. The future of people analytics lies in the reskilling and upskilling of HR teams, enhancing their analytical and business acumen. This includes a deeper understanding of statistical modelling, honing story-building skills and establishing a strong foundation in data strategy. People analytics, though growing at a steady pace, has become increasingly prominent in recent years. HR leaders are undergoing a gradual shift to make data more tangible, quantifiable and measurable in their pursuit of creating more effective and responsive organisations. As the journey of people analytics continues, the HR landscape is poised for further transformation, where data-driven decision-making becomes synonymous with strategic HR management. historical data to make accurate projections about various aspects of talent management, including workforce planning and employee turnover. “People analytics is like discovering a story hidden in your organisation’s data. It is about understanding and using the data to make practical decisions. When you delve into predictive analytics, it is not just about charts and graphs; it is about anticipating what could happen next,” emphasises Vijay Yalamanchili, chief executive officer of Keka. The journey of people analytics dates back to the mid-1990s when it was first introduced as a tool for assessing HR metrics. Over the years, it has evolved from prescriptive analytics to predictive analytics, allowing organisations to move beyond historical data analysis to forecasting future trends. This evolution has been fuelled by advancements in technology and a growing recognition of the potential of people analytics in transforming HR strategies. Beyond Dashboards “Investing in the future of people analytics has been a cornerstone of our approach. Our HR team now comprises data scientists, NLP experts and coding specialists, infusing intelligence into the people strategies. Dashboards, while useful, merely scratch the surface. By delving into emotional insights and continually studying inputs from the organisation, leaders can uncover a wealth of hypotheses that fuel impactful interventions,” says Sahil Mathur, Chief Human Resources Officer (People and Culture), InMobi Group. Despite the immense potential, research by Bersin indicates that only 2 per cent of HR organisations currently rely on mature people analytics. This reveals a significant first-mover advantage for companies that embrace creative and astute approaches to enter this transformative market. “Employing people analytics is instrumental in assessing the effectiveness of training and mentorship initiatives within organisations. By harnessing data and insights, informed decisions can be made to enhance employee development and overall impact,” shares Arundhati Ashoka, Global HR Head, CriticalRiver Inc. “When establishing objectives and actionable metrics using people analytics, KPIs become paramount,” adds Ashoka. Intelligent Insights The use of people analytics is gaining momentum in the current work ecosystem, offering transparency and intelligent insights that enable strategic planning and execution processes. The annual report of Tata Consultancy Services (TCS) highlights that only 5 per cent of big data investments go to human resources, the core group managing people analytics. Despite the modest progress over the past decade, organisations are recognising the importance of incorporating relational analytics within their people analytics strategies to identify motivated employees and gain insights into key players crucial to retain. “This shift in intelligence, driven by data and emotional understanding, is transforming how we navigate challenges, from attrition rates to emotional wellbeing. The integration of emotional and dynamic data has revolutionised our engagement strategies, making culture and connection pivotal. The Covid era accelerated this transformation, reshaping individual philosophies and necessitating a new language in HR – one that speaks to the evolving emotions and values of our workforce, fostering innovation and anchoring
72 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM SPECIAL STORY GREEN TALENT HUNT ON THE RISE
WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 73 › With rising green jobs In India, it’s important to know what the role entails I ndia’s commitment to green transition to become net-zero carbon by 2070, aligned with United Nations Sustainable Development Goals, allows or rather urges every sector to internalise the practice of sustainability. With climate change and global warming knocking at doors, India is in desperate need of more experts in environmental sustainability, particularly on sustainable reporting. Exploring specialised green roles The first question that arises in the wake of the sustainability revolution is the identification of specific green roles essential for fostering eco-friendly practices. “Organisations need to create a team to develop a mindset of ‘green’. It is a long haul effort which needs to begin at the earliest,” shares Suresh Tripathi, CHRO, Air India. According to foundit, India commits to achieving a 500-gigawatt clean energy target by 2030 which has in turn, led to an increase in the demand for green jobs in metropolitan cities including positions such as sustainability managers, ecologists, environmental health and safety specialists, ESG analysts, EV engineers and solar consultants, which were also listed to be the fastest growing green job titles with an approximate of 1,19,600 job openings by the end of 2028. “In response to the escalating emphasis on sustainability, fostering a workforce dedicated to green roles becomes pivotal. In recent years, there has been a global surge in demand for ESG roles, highlighting the increasing importance of sustainability. In the last 2-3 years, our ESG and sustainable development team size doubled to match the intensified focus on initiatives and disclosures. This commitment propels positive transformations in the energy sector,” says Himal Tewari, CHRO & Chief - CSR & Sustainability, Tata Power. The push towards a circular economy has also led to an increased demand for professionals skilled in waste management, recycling and sustainable supply chain practices. By aligning organisational objectives with these specialised roles, companies can significantly contribute to their sustainability agendas. According to the ‘Gearing Up the Workforce for a Green Economy’ report by Skill Council for Green Jobs (SCGJ) and Sattva Consulting, supported by JP Morgan, India has the potential to produce up to 35 million green jobs by 2047 across the sectors of renewable energy, waste management, EVs and sustainable textiles. Solar energy is expected to support 3.26 million jobs by 2050, followed by wind energy, which is expected to support 1.8 lakh jobs by 2030. Furthermore, the bioenergy and green sectors are expected to provide 2.7 and 6 lakh green jobs by 2030 respectively. Recruitment and development strategies for green talent The recruitment landscape for green roles necessitates a strategic approach, with organisations actively seeking talent with a passion for sustainability. Skills and qualifications prioritised in green roles include By Savi Khanna
74 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM NEWS a strong understanding of environmental regulations, expertise in sustainable technologies and the ability to integrate eco-friendly practices into day-to-day operations. “Organisations can approach recruiting for green roles by crafting job descriptions that clearly articulate the company’s sustainability goals and the responsibilities of the role, implementing eco-friendly hiring practices, leveraging technology for outreach, prioritising diversity and inclusion and investing in ongoing training. The emphasised skills encompass environmental knowledge, expertise in data-driven sustainability that make measurable impact, the ability to adapt to eco-friendly technologies, collaborative problem-solving and a drive for innovative approaches in fulfilling ecological responsibilities,” highlights Santosh Vellanki, Group HR Head - India, UPL. Companies are also placing emphasis on cultivating a diverse workforce that brings varied perspectives to the table, enriching the sustainability discourse within organisations. “While sustainability and environmental science courses are available in educational institutions, it is absolutely essential for the ‘green’ professionals to understand the core business to bring about a shift towards sustainability without killing the business. The best approach would be to find the talent within the organisation who have interest in this area and equip them with academic inputs and research findings to help create this mindset shift,” adds Tripathi. Trends and challenges in filling green roles Navigating the hiring landscape for green roles is not without its challenges. India suffers with a shortage of qualified candidates with specialised sustainability skills, creating a competitive environment for employers. Additionally, the lack of standardised credentials in the field poses a challenge in evaluating the proficiency of potential hires. “In tandem with ongoing COP 28’s emphasis on sustainable transitions, fostering green skilling programmes becomes paramount to equip individuals with the necessary expertise, aligning with the conference’s global commitment to a resilient and sustainable future. The escalating demand for ESG and green roles surpasses the current skilled workforce, prompting academia and industry to prioritise talent development. However, we are seeing a trend where professionals from diverse backgrounds are gravitating towards ESG roles due to promising career prospects, especially young talent. The primary challenge is the shortage of individuals with green skills in the current talent pool which can be addressed through enhanced collaboration between industries and academia,” comments Tewari. The trends also indicate a growing awareness among job seekers, with an increasing number expressing a preference for employers with robust sustainability initiatives. Facilitating transition through training and upskilling To bridge the gap between the demand for green talent and the available pool of skilled professionals, training and upskilling programmes play a pivotal role. Training programmes focusing on energy efficiency, sustainable business practices and environmental impact assessment empower individuals to transition seamlessly into green roles. These initiatives not only contribute to a more skilled workforce but also foster a culture of sustainability within organisations. “Today, many global universities offer free certification courses in sustainability and we do see a trend wherein our junior and mid-level employees have got acquainted to sustainability concepts in their job roles and are now doing specialised courses. The experience and education will instigate a mindset shift, providing individuals with the needed skills and tools to adopt and focus on environmentally friendly practices. This helps create a workforce adept to sustainable initiatives efficiently,” adds Vellanki. The rise of green roles in India signifies a paradigm shift in the way organisations approach sustainability. By proactively addressing the identified challenges, embracing innovative recruitment strategies and prioritising training initiatives, companies can not only meet the demands of the evolving green job market but also contribute significantly to the larger goal of creating a sustainable future. The integration of environmentally focussed positions not only aligns with global sustainability agendas but also positions organisations as responsible stewards of the planet, driving positive change through their workforce. The push towards a circular economy has also led to an increased demand for professionals skilled in waste management, recycling and sustainable supply chain practices
WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 75 › After nearly two decades of dedicated service, SV Nathan, Partner and Chief Talent Officer, Deloitte, has decided to start his own firm, Visara Human Capital Consulting Deloitte’s SV Nathan Embarks On HR Consulting Venture After approximately two decades of service, SV Nathan, Partner and Chief Talent Officer, Deloitte, has decided to pursue an entrepreneurial path. He has now assumed the role of Co-Founder and Chairman, Visara Human Capital Consulting. Sharing the news of his departure from Deloitte, Nathan told BW People, “Deloitte is an extraordinary organisation. It is a place with a soul and has ‘people centricity’ written all over it. It has wonderful people and extraordinary leader. Most of them are firm built. My journey has been one of great satisfaction of being part of great growth in size and stature of the firm over time. What little I am is owed to the firm. I am grateful to the firm for all it does.” Reflecting on his journey at Deloitte, Nathan acknowledged the professionalism, empathy and human-centric approach embodied by the firm’s employees, qualities that initially drew him to the organisation. “I decided to retire earlier than my due date owed to this nagging feeling that I needed more time to do something different, something that can be of value beyond my own workplace. I also wanted to be in charge of my time (if there is ever such a thing) and experience life in a different world, the one of entrepreneurs. I also wanted to be part of growing startups that could use my expertise,” Nathan shared. As he ventures into entrepreneurship, Nathan remains optimistic about the future while treasuring the memories and relationships cultivated throughout his extraordinary career. “Along with a friend, I am starting a firm that is in the space of Human Capital Consulting. We are a NextGen HR Consulting and Services Firm committed to drive exponential growth for both organisations and their employees. Our approach is centred around harnessing the power of digital innovation, advanced data science and deep understanding of humanistic factors. The mission is to ‘create abundance’ for our clients and our people. Using data science and deep technology at one end and the humanising of a number that one sees as data on a page, is part of what we seek to do. It is an exciting phase of learning, unlearning, relearning,” he told BW People. Nathan expressed his feelings on social media, stating, “Alvida, dear Deloitte. Today is a momentous day in my life. The last day that I can carry a Deloitte lanyard about me, at least officially. Nineteen long years and have decided to retire from one of the greatest organisations that I have ever worked for. Not easy. Your identity is shaped by the company you keep, perhaps. Certainly, it is as such for me.” “Thank you, Deloitte. You sculpted me, forever in your debt. It has been a corporate journey well lived, a happy one. The entrepreneur in me comes knocking. Life is beautiful with all of you in it,” he added. Starting from his roots at the XLRI campus, Nathan’s career traversed diverse industries, including ICI, Sterling Holidays, Microland, Philips and Reliance, before joining Deloitte US Firms in Hyderabad, a significant turning point in his professional trajectory. SPECIAL STORY By Savi Khanna
76 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM SPECIAL STORY › The report by BW People, in association with Wadhwani Foundation, is a result of comprehensive evaluation by top HR leaders and industry experts UNLOCKING SUCCESS: THE WHY AND WHAT OF EMPLOYABILITY SKILLS ‘Unlocking Success: The Why and What of Employability Skills’ is a comprehensive report produced by BW People in collaboration with the Wadhwani Foundation, capturing insights from top HR leaders and industry experts across various sectors in India. The report meticulously examines key challenges and opportunities in talent management, focusing on recruiting entry to mid-level talent, enhancing talent retention and progression, evaluating productivity metrics and fostering essential employability skills. The report begins by dissecting the challenges faced by HR professionals in recruiting fresh and lateral talent for entry to mid-level skill positions. It identifies skill mismatches, the employability gap and limited industry exposure as primary hurdles. To overcome these challenges, the report recommends implementing skill development initiatives, internship programmes and continued learning opportunities. Moreover, the report delves into enhancing talent retention and progression strategies, highlighting issues like skill mismatches, high attrition rates and leadership pipeline development. To address these challenges, HR leaders are advised to focus on creating inclusive workplace cultures, providing robust career development pathways and implementing effective performance management systems. Furthermore, the report evaluates productivity metrics and the feasibility of achieving Day 1 productivity for new hires. It identifies factors influencing Day 1 productivity, such as the onboarding process, organisational culture and managerial support. Strategies to enhance employee productivity include establishing clear career pathways, implementing mentorship programmes and promoting continuous learning initiatives. Lastly, the report underscores the growing importance of soft skills in the 21st-century workplace and identifies key employability skills essential for success. Strategies to foster soft skills among employees include training and development programmes, coaching and mentoring, and promoting collaboration and teamwork. This report by BW People in association with Wadhwani Foundation, is a result of the comprehensive evaluation by top HR leaders and industry experts pertaining to various industries across India. The HR leaders were grouped to engage in a collaborative brainstorming session, contributing diverse viewpoints and ideologies from various industry sectors for the creation of this detailed report. The insights emphasised the evolving landscape of employability skills in the 21st century, highlighting the increasing significance of soft skills. It offered valuable insights and strategies for developing these skills, aiming to drive individual and organisational success. By Team BW People
WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 77 SPECIAL STORY At the Wadhwani Foundation, our vision is to transform lives by empowering families globally. Over the next five years, we aim to create 3 to 5 million high-value family wage jobs and enhance the employability of 10 million vulnerable individuals. Through initiatives like Ignite and Liftoff, we foster entrepreneurship and provide personalised support to startups, ensuring their survival and growth. Our curriculum focuses on essential employability skills, catering to the evolving needs of employers and fostering innovation AJAY KELA, President & CEO, Wadhwani Foundation The successful exploration of the ‘Unlocking Success: The Why and What of Employability Skills’ report signifies a groundbreaking initiative highlighting the pivotal role of employability skills in national development. Through meticulous examination of talent management challenges and opportunities, esteemed HR leaders have laid the groundwork for transformative change. Their collaborative efforts ignite enthusiasm for translating insights into impactful contributions, driving innovation and progress in employability skills for HR management and organisational development GAURAV SAINI, CHRO, Wadhwani Foundation 1. Challenges and Opportunities in Recruiting Fresh and Lateral Talent for Entry to Mid-level Skills This report aims to explore the challenges faced by HR in this process, identify opportunities to bridge the skills gap, and discuss strategies to attract and retain top talent in a competitive landscape. Challenges in Recruiting Fresh Talent Skill Mismatch: One of the foremost challenges encountered by HR professionals is the skill mismatch among fresh graduates, particularly in the field of engineering. Employability Gap: Despite possessing academic qualifications, many graduates lack practical skills and industry-specific knowledge, making them ill-equipped for key roles. Limited Industry Exposure: A significant number of fresh graduates lack exposure to real-world industry scenarios during their academic tenure. This lack of practical experience hampers their readiness for entry to mid-level positions. Challenges in Recruiting Lateral Talent Experience vs. Skill Alignment: While lateral hires may possess relevant experience, they may lack certain technical or domain-specific skills essential for the role. Retention Concerns: Lateral hires may face difficulties in adapting to the organisational culture and may have higher turnover rates compared to internally promoted candidates, leading to retention issues. Opportunities to Bridge the Skills Gap Skill Development Initiatives: Implementing skill development programmes tailored to entry and mid-level skill requirements is crucial. These programmes can focus on enhancing both technical and soft skills, thereby bridging the We embarked on a transformative journey six months ago, leveraging generative AI to empower disadvantaged learners in acquiring essential skills for employment. Through pioneering initiatives like MyTutor, MyMentor, and MyInterviewCoach, our co-pilots revolutionise education by personalising learning, offering targeted assistance and enhancing employability prospects. Tailored to diverse audiences, our co-pilots simulate real-world scenarios, fostering immersive and effective learning experiences MARK MALASPINA, CPO, Skilling, Wadhwani Foundation Our collaboration spans across educational segments, reaching half a million students, typically in Tier 2 and Tier 3 cities. By embedding employability skills into our curriculum, powered by AI, we prepare students for the future workforce. The strategic HR Meet-Up underscored the significance of collaboration in reshaping employability skills. Engaging with industry experts inspired us to seek innovative solutions for impactful workforce development SUNIL DAHIYA, EVP, Skilling, Wadhwani Foundation
78 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM SPECIAL STORY gap between academic learning and industry expectations. Internship and Apprenticeship Programmes: Providing opportunities for internships and apprenticeships can offer fresh graduates practical exposure to industry processes and technologies. These programmes enable students to gain hands-on experience, improving their employability for mid-level positions. Continued Learning Initiatives: Upskilling and reskilling initiatives are essential for employees to stay abreast of emerging trends and technologies in their respective fields. Strategies to Attract and Retain Top Talent Competitive Compensation Packages: HR professionals must ensure that compensation packages are aligned with industry standards to remain competitive. Career Growth Opportunities: HR professionals can develop structured career development programmes and mentorship initiatives to support employees’ professional growth and advancement within the organisation. Workplace Culture and Employee Engagement: Creating a positive workplace culture that values diversity, inclusivity and employee wellbeing is vital for retaining top talent. 2.Enhancing Talent Retention & Progression in Indian Organisations In the dynamic landscape of Indian organisations, talent retention and progression stand as critical imperatives for sustained growth and competitiveness. Through a comprehensive analysis of recent industry insights and trends, this report offers actionable recommendations to fortify organisational talent management practices and drive long-term success. Understanding Talent Retention Challenges Skill Mismatch: Despite possessing academic qualifications, many employees lack the technical skills or industry-specific knowledge required for their roles. This gap hampers productivity and organisational effectiveness, compelling HR leaders to invest in extensive training and development programmes to bridge the divide. High Attrition Rates: Factors such as limited career growth opportunities, inadequate recognition and poor work-life balance contribute to employee turnover. This poses a significant cost to organisations in terms of recruitment, onboarding and lost productivity. Leadership Pipeline Development: Succession planning and talent development initiatives are often hindered by the lack of clear pathways for career advancement and leadership grooming programmes. HR leaders must identify high-potential employees early on and provide them with opportunities for growth. Workplace Diversity and Inclusion: Despite efforts to promote diversity, organisations often struggle to create inclusive environments where employees from diverse backgrounds feel valued and respected. Employee Burnout and Wellbeing: The demands of modern work environments, coupled with factors such as remote work and technological disruptions, contribute to increased stress and burnout among employees. Gaps in Talent Retention Strategies & Impact on Organisational Growth Fragmented Approaches to Employee Engagement: Organisations often adopt fragmented approaches to employee engagement, relying solely on monetary incentives or sporadic recognition programmes to motivate employees. However, studies indicate that such approaches fail to address the deeper drivers of employee engagement. Lacklustre Career Development Opportunities: Many organisations struggle to provide robust career development opportunities, leading to stagnation and disillusionment among employees. Outdated Performance Management Systems: Outdated performance management systems hinder talent retention efforts by failing to provide meaningful feedback, recognition and opportunities for growth. Recalibrating Talent Retention Strategies: To address these gaps effectively, organisations must recalibrate their talent retention strategies with holistic frameworks that prioritise employee engagement, career development and performance management. Effective Talent Progression Strategies Career Development Pathways: Offering clear and structured career development pathways is essential for engaging employees over the long term. Organisations can achieve this by providing employees with opportunities for advancement, skill development, cross-functional experiences,and outlining transparent career paths. Mentorship and Coaching Programmes: Mentorship and coaching programmes are invaluable tools for talent progression and employee engagement. Pairing employees with experienced mentors or coaches allows them to receive personalised guidance, feedback and support in their professional development journey and fosters a culture of knowledge sharing. Continuous Learning Initiatives: By investing in employee development through learning opportunities, such as workshops, seminars, online courses and certifications, organisations demonstrate their commitment to employee growth and professional advancement. Performance Recognition and Rewards: By celebrating successes and acknowledging individual contributions, or-
WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 79 SPECIAL STORY Radhika Arora, Group CPO, Jakson Group “Enhancing essential skills is key. Collaboration between academia, employers and associations is imperative.” Abhishek Tiwary, SVP & Global Head HR (BPS), Tech Mahindra “Tailoring skills to job profiles is essential. Personalised development using AI can enhance technical proficiency.” Pradeep Hatgaonkar, Country Head-HR, Country Compliance Manager, CSR Coordinator Asia Region, Hitachi Astemo “Bridging industry demands and skills gap is crucial. Comprehensive training, particularly in soft skills, is imperative.” Monika Garg, Associate Director Global HR Operations Support, Fresenius Medical Care “Adaptability is vital. Soft skills refinement ensures effective interaction in diverse organisational cultures.” Santwana Periwal, CHRO, Clix Capital “Essential skills are crucial at all levels. Adaptability and collaboration are indispensable for sustainable success.” Dheeraj Modi, Head Talent Acquisition, SEA, Oceania & India, Ericsson “Bridging generational divides is vital. Empowering with AI skills fosters organisational relevance and innovation.” ganisations reinforce a culture of appreciation and engagement. Implementing performance recognition programmes, such as employee of the month awards, peer recognition systems or performance-based bonuses, encourages employees to strive for excellence. Feedback and Communication Channels: Providing regular feedback, both positive and constructive, helps employees understand their strengths and areas for improvement, facilitating their professional growth. Additionally, creating avenues for employees to voice their opinions, concerns and ideas promotes a sense of ownership and belonging within the organisation, enhancing overall engagement and morale. 3. Evaluating Productivity Metrics: Is Achieving Day 1 Productivity Possible? The concept of Day 1 productivity has garnered significant attention among organisations striving to maximise efficiency and effectiveness from the moment an employee joins the company. This report delves into the intricacies of Day 1 productivity, examining its relevance and feasibility within modern organisations. Understanding Day 1 Productivity& Its Significance in Modern Organisations Day 1 productivity refers to the ability of new employees to contribute meaningfully to organisational goals from their first day of work. It encompasses the efficiency and effectiveness with which new hires are onboarded, trained and integrated into their roles and responsibilities. Achieving Day 1 productivity requires careful planning, streamlined processes and a supportive organisational culture that prioritises employee engagement and development. Factors Influencing Day 1 Productivity: Onboarding Process: A structured and comprehensive onboarding programme ensures that new hires are equipped with the knowledge, skills and resources needed to perform their roles efficiently. Organisational Culture: A positive and welcoming organisational culture fosters employee engagement and integration, facilitating Day 1 productivity. When new hires feel valued and supported, they are more likely to hit the ground running and contribute to organisational success from day one. Managerial Support: Managers play a pivotal role in facilitating Day 1 productivity by providing guidance, feedback and support to new hires. Challenges in Achieving Day 1 Productivity: Information Overload: New hires may feel overwhelmed by the volume of information presented to them during the onboarding process, leading to cognitive overload. Technical Difficulties: Technical issues such as access to software systems, hardware malfunctions or connectivity issues can impede new hires’ ability to perform their tasks efficiently on their first day. Cultural Barriers: Cultural differences and misalignment with organisational values and norms may
80 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM SPECIAL STORY Madhu Menon, National HeadTalent Acquisition, Deloitte India “Pre-hiring to retention stages require collaboration. Customised training bridges academia-industry gap, fostering long-term retention.” Deepti Mehta, CHRO, Interface Microsystems “Communication breakdowns hinder retention. Effective communication strategies and managing employer expectations are essential.” Pooja Bisht, Head HR, Hitachi Systems India “Equity is vital. DE&I understanding and tailored solutions foster inclusivity and acceptance, improving retention.” Gautam Saraf, CHRO, Ferns N Petals “Diversity fosters progression. Recognising diverse perspectives and backgrounds empowers individuals and drives organisational success.” Jagjit Singh, AVP & National L&D Head, Subway India “Clear role definitions drive productivity. Training aligning job expectations mitigates discrepancies, ensuring sustained productivity.” Puja Kapoor, Global Senior HR Director, OLX Group “Pre-hiring curriculum integration enhances readiness. Role alignment and skill-building curricula ensure effective onboarding and productivity.” Vikaas Gupta, Head Talent Acquisition (Connectivity Platforms), Jio Platforms “Training before hiring streamlines productivity. Early engagement and skill alignment set the stage for success.” hinder new hires’ integration into the team and their ability to adapt to the company’s work environment. 4. Key Employability Skills for the 21st Century The 21st-century workplace is characterised by rapid technological advancements, changing job roles and dynamic organisational structures. In this evolving landscape, employers increasingly prioritise not only technical proficiency but also a diverse set of soft skills. This report explores the growing importance of soft skills in the contemporary workplace and identifies key employability skills essential for success in the 21st century. Evolving Landscape of Employability Skills Soft Skills Emphasis: Soft skills have emerged as essential attributes for success in the modern workplace. Employers seek candidates with strong communication, teamwork, leadership and problem-solving abilities. These skills enable individuals to collaborate effectively, navigate complex interpersonal dynamics and adapt to diverse work environments. Technological Adaptability: Employability in the 21st century requires proficiency in digital literacy, information technology and data analysis. Individuals must demonstrate the ability to leverage digital tools, embrace automation and artificial intelligence and stay updated with emerging technologies relevant to their field. Lifelong Learning Mindset: Employability is no longer solely dependent on formal education but also on the ability to engage in continuous learning and skill development. Employers value candidates who demonstrate a commitment to lifelong learning, as it enhances their capacity to innovate, solve complex problems and contribute effectively to organisational goals. Interdisciplinary Knowledge: The modern workplace demands employees who possess interdisciplinary knowledge and cross-functional expertise. Employability in the 21st century requires a broad understanding of interconnected fields such as business, technology, social sciences and humanities. Increasing Importance of Soft Skills and Impact on Career Success Soft skills, encompassing interpersonal, communication and emotional intelligence abilities, have emerged as indispensable assets in the contemporary workplace, profoundly influencing career success and professional advancement. Effective Communication: Effective communication lies at the heart of successful professional interactions, facilitating clear articulation of ideas, active listening and constructive feedback exchange. Strong communication skills enhance one’s ability to influence others, negotiate effectively and forge lasting professional relationships, thereby bolstering career success. Collaborative Teamwork: Team players who demonstrate strong interpersonal skills can foster a positive team culture, facilitate consensus-building and drive collaborative problem-solving initiatives, contributing significantly to team success and organisational performance. Adaptability and Resilience: The pace of change in the
WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 81 SPECIAL STORY Gautam Kumar, Global Director People Experience- I&EB, AB SKF, SKF Group “Aligning skills with job expectations ensures productivity. Proactive training during college empowers effective contribution from day one.” Abhay Kapoor, CHRO, Suzuki Motor Gujarat, India “Emphasis on skill development is crucial. Equipping individuals for sustained employability uplifts livelihoods and careers.” Aseem Nath Tripathi, CHRO, Multiplier Brand Solutions “Navigating career aspirations is key. Clarity fosters retention and career progression.” Deepnarayan Tripathi, Group Head HR, Tenon Group “Directionlessness hampers retention. Providing clarity and social skills training fosters workplace navigation.” Praveen Purohit, Dy. Group CHRO, Vedanta Group “Critical thinking and collaboration are indispensable. Innovating solutions on the shop floor drives progress.” Rajesh Raghuvanshi, Head HR, Orient Electric “Proactive engagement with RTIs is vital. Continuous upskilling ensures organisational agility and growth.” Shaleen Manik, CHRO, Transsion India (itel, Tecno&Infinix Mobiles) “Adapting to technological advancements is crucial. Lifelong learning ensures sustained employability in evolving landscapes.” modern workplace necessitates adaptability and resilience in the face of challenges and uncertainty. Adaptable professionals can quickly pivot in response to evolving business needs, seize opportunities for growth and bounce back from setbacks. Leadership and Influence: Leadership skills, encompassing qualities such as emotional intelligence, empathy and vision, are essential for career advancement and organisational leadership roles. Effective leaders inspire and motivate others, foster a culture of innovation and excellence and drive organisational change initiatives. Client and Stakeholder Management: Professionals skilled in relationship management, negotiation and conflict resolution can navigate challenging situations diplomatically, address client needs effectively and foster long-term partnerships. Strategies To Foster Soft Skills among Employees Training and Development Programmes: Implement structured training and development programmes focused on soft skills enhancement. Offer workshops, seminars and online courses covering communication, teamwork, leadership, problem-solving, emotional intelligence and other relevant soft skills. Provide employees with opportunities to practice and apply these skills in real-world scenarios. Coaching and Mentoring:Establish mentoring relationships and coaching programmes to provide employees with personalised guidance and feedback on developing soft skills. Pair experienced employees with junior staff members to facilitate knowledge transfer and skill development. Feedback and Performance Reviews: Use 360-degree feedback mechanisms to gather insights from peers, managers and subordinates about employees’ soft skill competencies. Encourage open communication and transparency during performance reviews to foster a culture of continuous learning and development. Promotion of Collaboration and Teamwork: Encourage cross-functional projects, team-building activities and group problem-solving exercises that require employees to work together towards common goals. Recognise and reward teams that demonstrate effective collaboration and achieve successful outcomes. Emotional Intelligence Training: Offer training programmes focused on enhancing emotional intelligence, including self-awareness, self-regulation, empathy and social skills. Provide employees with tools and techniques to recognise and manage their emotions effectively, navigate interpersonal relationships and communicate empathetically with colleagues and clients. Continuous Learning and Development: Promote a culture of continuous learning and development where employees are encouraged to pursue ongoing education and skill enhancement. Provide access to online learning platforms, resources and professional development opportunities to support employees’ growth in soft skills and other areas. Encourage employees to set personal development goals and create individualised learning plans aligned with their career aspirations.
SPECIAL EVENT 82 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM › The four-city event saw eminent academics talk about the need to embrace disruptive technologies for one’s own good India Tech Talent League 2023- CONVERSATIONS ON AI T he India Tech Talent League 2023 stands as a monumental tech event set across four major cities: Hyderabad, Bangalore, Pune and Delhi. This event was a melting pot of ideas and innovations in the field of education, artificial intelligence solutions, automation and avant-garde technologies. It brought together industry stalwarts, technology leaders and academia, including chancellors, vice chancellors, director academics and dean academics. The event aimed at reshaping the talent landscape, providing equal opportunities and fostering excellence. This remarkable event seamlessly integrated various components, including the keynote addresses, panel discussions, campus & corporate round table face-off, awards and recognitions, networking opportunities, and an inspirational showcase of extraordinary talent. The four-city event witnessed the presence of distinguished individuals including Annurag Batra, Chairman & Editor-in-chief, BW Businessworld Media Group and Founder, exchange4media Group; Talees Rizvi, Director, BW People & BW CFO World, BW Businessworld; TG Sitharam, Chairman, All India By Team BW People
SPECIAL EVENT WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 83 Council for Technical Education (AICTE), New Delhi; Srinivas Rao Mahankali, CEO, T-Hub; Piyush Garg, Vice President - CEED, Chitkara University; Syed Maqbool Ahmed, former ISRO (Chandrayaan 1) and Payload Scientist, XDLINX Labs; Major General SVP Singh, an experienced Defence Analyst and Indian Army Officer; SV Nathan, Partner, Deloitte India; Tapan Mishra, Founding Director and Chief Scientist, SISIR Radar and Former Director, Space Applications Centre (ISRO); Ganesh Shenoy K, Chief Mentor, MyAnatomy Integration; Shrikant Sinha, CEO Telangana Academy of Skill and Knowledge (TASK), Naganagouda SJ, Chief People Officer, Tally Solutions; Dhwanit Malani, Chief Executive Officer, Bitwise; Manav Prasad, CEO and Co Founder, GoKloud Software Solutions; Emmanuel Gosula, Senior Talent Development Manager, EPAM Systems and Vaibhav Kumar Srivastava, Head – Education, Early Stage Edtechs & Greenfield Corporates, Google. AI & TALENT LANDSCAPE The technical talent landscape in India is witnessing a significant transformation due to global economic shifts, technological advancements and evolving workforce expectations. The rise of Artificial Intelligence (AI) and automation technologies is causing a paradigm shift, disrupting traditional practices and ushering in a new era of efficient decision-making and cost-cutting. These technologies are not just replacing human workers but are reshaping traditional roles, paving the path for strategic technology-talent partnerships. The event explored how AI and automation are revolutionising talent management practices and unlocking unprecedented growth opportunities. ITTL’23 HYDERABAD EDITION On October 12, 2023, Hyderabad witnessed the exciting commencement of the India Tech Talent League 2023 (ITTL’23). The event showcased how technological advancements are ingeniously converging talent and technology to usher in a transformative era. In his inaugural keynote address, JA Chowdary, Founder, India Startup Foundation (ISF) and former Special Chief Secretary & IT Advisor to the Chief Minister of Andhra Pradesh, emphasised the importance of talent in driving the technology-centred economy today. He highlighted how industries, ranging from real estate to healthcare, heavily rely on Information Technology (IT). He attributed India’s reputation as a tech powerhouse to its talent pool, nurtured by esteemed institutions like IITs and NITs. In his keynote address, Srinivas Rao Mahankali, CEO, T-Hub, highlighted the pervasive influence of AI in our lives and its inevitable future dominance. Emphasising that change is the only constant, he encouraged embracing the new era of AI, predicting that it might impact approximately 80 percent of the workforce. Despite the temporary disruptions that AI might cause, he posed his faith in humanity’s adaptability and resilience, having witnessed it across history. He projected an optimistic future scenario where humans and AI could coexist. Talees Rizvi, Director, BW People & BW CFO World, BW Businessworld, and Shrikant Sinha, Chief Executive Officer, Telangana Academy for Skill and Knowledge, talked about ‘Developing the In-Demand Skills for Future of Work’ in the Fireside Chat. Both speakers highlighted the importance of employability-based skilling via a laddered learning approach, emphasising the need to integrate various learning levels and stages of college life. They urged us to focus less on outcomes and more on understanding core concepts and logic, which is often overlooked in our rush for results. They also stressed the importance of harnessing essential skills like communication, teamwork, problem-solving and design thinking. These skills, they reminded us, are indispensable for navigating our futures in an increasingly automated world. Ex-ISRO Scientist Syed Maqbool Ahmed, Payload Scientist, XDLINX Labs, shared interesting insights about India’s space journey.
SPECIAL EVENT 84 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM ITTL’23 BANGALORE EDITION On November 2, 2023, ITTL’23 organised its second chapter. Organised on the precincts of Leela Palace, this event saw discussions on how AI and automation are reshaping education and employment. Engaging panel discussions on disruptive technologies and their profound impact on talent ecosystems and employability indices. In his keynote address, JA Chowdary, Founder, India Startup Foundation, former Special Chief Secretary & IT Advisor to the Chief Minister of Andhra Pradesh, described Bangalore’s journey from a city with limited global links to a tech paradise, showing a complex mix of history, economy and technology. SV Nathan, Partner, Deloitte India, in his keynote address on ‘Innovators Insights: Future of Education & Employability in the AI & Automation Era’, furnished profound perspectives on the confluence of education and employability. Through his beautiful sense of storytelling, he made tough context of technology easy to understand. He also received the Excellent Leadership Award at ITTL’23, in recognition of his exceptional contributions. Bhimaraya Metri, Director, IIM Nagpur, delved into the future of education in the era of AI and automation. He talked about college and educational policies and lay emphasis on alignment with employability content by enhancing the skills factor. Tapan Mishra, Founding Director, SISIR Radar and a former Director, Space Applications Centre (ISRO), described the intriguing nexus between AI and the cosmic universe. Rajesh US, Assistant Director - University Recruiting Leader, EY, led a crucial roundtable discussion, where campus leaders and industry giants square off on talent acquisition. Major General SVP Singh, former Additional Director General, Artillery, Army HQ, New Delhi, explained that success in hard situations requires solid resolve and setting an example. Others who spoke on the occasion were Raghu Vansh Dubey, Analytics & Generative AI Specialist, Google and Deenanath Harapanahalli, Founder & CEO LifeCykul and Ontropi. ITTL’23 PUNE EDITION The third event of the series was held in Pune on November 22, 2023. The venue was Hyatt Regency. JA Chowdary, Founder, ISF, former Special Chief Secretary & IT Advisor to the Chief Minister of Andhra Pradesh, in his keynote address, talked about the burgeoning startup ecosystem. He delved into the ever-expanding landscape of cutting-edge technologies and their transformative impact on the business landscape. Dhwanit Malani, CEO, Bitwise, in his Keynote Address, said AI is
SPECIAL EVENT WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 85 more than a mere tool; it’s a catalyst for significant outcomes, and it falls upon us to infuse it with purpose and propel its evolution. In the Fireside Chat on the theme ‘Developing the In-Demand Skills for the Future of Work’, JA Chowdary and Talees Rizvi, Director, BW People and BW CFO World, highlighted significance of Generative AI as a pivotal factor driving progress across diverse domains. Vaibhav Kumar Srivastava, Head – Education, Early Stage Edtechs & Greenfield Corporates, Google, delved into the interconnectedness of Gen AI and education, addressing the gap between industry needs and university education. Piyush Garg, Vice President - CEED, Chitkara University, explored the nexus between innovation and academia. And Rashmi Suresh Patil, an expert in Bharatanatyam, showcased remarkable resilience and rhythm. She was also presented with the esteemed Beyond Talent Award. The Iconic Leadership Awards were bestowed upon deserving dignitaries, each a trailblazer in their respective fields, illuminating the path of excellence for others to follow. ITTL’23 DELHI EDITION Having left its mark on Hyderabad, Bangalore and Pune, the fourth leg of the event was held at The Lalit, New Delhi on January 10, 2024, celebrating India’s incredible tech skills and ingenious ideas. The inaugural Keynote Address was given by Annurag Batra, Chairman & Editor-In-Chief, BW Businessworld and Founder, exchange4media Group. He said India demonstrates notable progress in innovation, streamlining processes, improving service delivery and fostering a culture of continuous improvement. It is crucial to reduce the fear of failure, urging a shift towards celebrating success. He also stressed that there is no such thing as failure but rather an opportunity for valuable experiences, highlighting the importance of nurturing resilience and adopting a positive mindset to drive India’s ongoing success and growth. The chief guest for the occasion was TG Sitharam, Chairman, All India Council for Technical Education and former Director, Indian Institute of Technology Guwahati. In his keynote address, he mentioned that artificial intelligence has positively impacted the workflow at AICTE. AI effortlessly composed a poem for AICTE in just 10 seconds. This indirectly suggests that even the work of poets might be at risk. He emphasised the need to swiftly embrace AI and innovation. AI is influencing the art domain, ranging from poetry to guitar playing. Rather than worrying, we should prepare to adopt and use it ethically. He also highlighted the importance of concentrating on knowledge creation and skill development in innovative technologies that are transforming the industry and reshaping its outlook. There was a panel discussion on ‘Disruption to Innovation - CHAT EPT LIVE’ (EPT stands for ‘Expertise, Professionalism and Thought Leadership’); a campus face-off and open house Q&A sessions on ‘Future of Education and Employability in the AI & Automation Era, Developing the In-Demand Skills for Future of Work’ and ‘Next Gen Startups – Incubators &Accelerator’. Nitin Vohra, Business Head - Edtech & Education, Google Cloud, spoke on ‘Al & Automation: Catalysts for Job Evolution’. Captain Yashika Hatwal Tyagi, Kargil War Veteran, President Award Recipient and TEDx Speaker, speaking on ‘Evolution of Leadership in Disruptive Eras’, lay emphasis on the digitalisation in the army. The audience was tickled to laughter as the master ventriloquist, Raj Soni and his mischievous puppet Romeo took the stage. In conclusion, ITTL’23 proved to be an invitation to be part of the incredible journey towards a future powered by innovation and inspired by limitless possibilities.
86 BW PEOPLE APRIL-MAY 2024 WWW.BWPEOPLE.COM SPECIAL INSIGHT › “It is very important to identify one’s Ikigai or life purpose and build oneself in that direction” Culture Building At KiE Square: BUILDING A HIGHTRUST ORGANISATION T he best employee experiences in workplaces come from elevated employee engagement. To prepare a future forward and motivated workforce, organisations focus on culture building by empowering the workforce. Culture is a powerful differentiator, which helps drive performance, employee engagement and industry awareness. In spite of being part of a highly competitive industry, where attrition in the industry continues to be in double digit percentages, KiE Square has seen consistently high employee engagement levels of more than 90 per cent and employee attrition at less than 5 per cent in the last five years, even during the post-pandemic industry churn spurts. Over the years, KiE Square Analytics has deeply invested in creating a unique culture by understanding a) what works for us and b) for employees to meaningfully connect with it. Our culture building is a comprehensive, multifaceted approach which incorporates elements at individual, team and leadership levels backed with robust HR practices. At an individual level, taking ownership of deliverables, having a growth mindset, being self-motivated, building up on technical proficiency and being open to continuous learning are key factors to growth. A problem-solving attitude By Ena Khurana
Culture is the key to long-term success. More than trying to find something new, its about finding what works best for the organisation. About the author – The author is Chief People Officer, KiE Square Analytics WWW.BWPEOPLE.COM BW PEOPLE APRIL- MAY 2024 87 focused towards high quality delivery reduces redundancies and eliminates inefficiencies. Consistency, professional integrity and responsibility are non-negotiable code of ethics that shape professional journey. Resilience in the face of setbacks enables the individual to stay on track. It is very important to identify one’s Ikigai or life purpose and build oneself in that direction. HR interventions at individual level: Onboarding - Employee life cycle starts with on-boarding. Giving the employee time to settle in and prepare, along with being empathetic builds strong and lasting relationships. Hand-holding and listening - Being consistently available creates mutual trust. Hybrid work mode - A flexible work approach which is result-based works best. Personalisation - Understanding that every individual is unique and hence tailoring their deliverables. Robust Incentivisation - Keeps the employees motivated and engaged. Mentoring - Impactful guidance goes a long way in creating high performing individuals who can grow to take on leadership roles. Upskilling and growth - A well charted out career plan creates awareness about opportunities and infuses job confidence. At team level, we understand that managers are the key to employee productivity and retention. A meritocracy-based approach coupled with strong interpersonal behavioural skills and an inherent sense of responsibility is used to identify team leads. Managers should be empathetic and should have proficiency in key technical skills to coach and advise their team members. HR interventions at team level: Social engagement - Celebrating personal and professional milestones with the team. Reward and Recognition - A robust R&R system to acknowledge outstanding individual/ team performance. Regularity and transparency in communication - With all team members to make them feel heard and valued. Shared Team Goals - To be defined in line with organisational objectives. Training and development - Identify skill gaps and provide relevant training. ESOPs - Identifying high performers and providing them ESOPs/SARs so that employee benefits align with company’s success. Strong leadership shapes individual and team performance and culture building. Natural talent or Ikigai is a starting point to identify where the leader can make the biggest contribution. Vision, resilience and integrity are the fundamental qualities required in a leader. A leader successfully delegates and embraces freedom of thought. She/he is a mentor who critiques, but with compassion. She/he is the shield for the team and the organisation. Leaders are able to create frameworks to break the complex problem statement down into simpler problem elements. Leadership focuses on service and focused development; in this process giving back to the world and bring about a larger change in their organisation, community, society and towards nation building. HR interventions at leadership level: Lead with empathy - Mentor the team and empower them to make better decisions. Succession planning - Identify and develop potential leaders. A well-developed succession plan identifies gaps and ensures continuous improvement of team members. Build relationships- Connecting with new people and staying in touch with existing colleagues, thus leading to a strong network over time. Creating a diverse yet unified workforce - Ensure fair and equal opportunities for career advancement of all. Platform for processes and scale - Invest in a robust platform that can create/replicate the processes so that they maintain optimal efficiency. Individual TEAM Leadership • Personalised onboarding • Hand-Holding and listening • Hybrid work mode • Personalisation • Robust Incentivisation • Mentoring • Upskilling and growth • Social engagement • Rewards & recognition • Transparency • Shared goals • Training & development • ESOPs/SARS • Lead with empathy • Succession planning • Build relationships • Empowerment & autonomy • Platforms for process and scale • Creating a diverse yet unified workforce DIFFERENTIATED HR INTERVENTIONS
MOST INFLUENTIAL WOMEN IN HR 88 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM › BW People’s annual list on the occasion of International Women’s Day showcased the grit and determination that women CHROs bring to the table W MEN IMPACT-MAKERS IN HR Human Resources (HR) stands as a pivotal function within any organisation, tasked with overseeing personnel management and ensuring operational efficiency within the workforce. Throughout the years, women have played integral roles in shaping the landscape of HR, breaking barriers, challenging conventions and leaving indelible marks on the industry. These pioneering women have spearheaded innovative HR strategies, championed diversity and inclusion initiatives and propelled organisational success. BW People’s 2023-24 compilation will spotlight some of the most influential women in HR, showcasing their achievements and enduring contributions to the field. To curate this list, BW People enlisted the expertise of a distinguished advisory council, including P Dwarakanath, Former Chairman, GSK Consumer Healthcare; C Jayakumar, Executive Vice President & Head - Corporate Human Resources (CHRO), Larsen & Toubro; Prem Singh, President - Group Human Resources (Group CHRO), JK Organisation & National President, NHRDN; Preeti Bajaj, CEO & Managing Director, Luminous Power Technologies; Annurag Batra, Chairman & Editor-in-Chief, BW Businessworld and Founder, exchange4media and Noor Fathima Warsia, Group Editorial Director, BW Businessworld. The edit team at BW People meticulously curated a list of over 50 women influencers in HR, which was then presented to the advisory council for consideration. The council deliberated on the nominees and offered additional recommendations, resulting in a final selection of the top 25 women in HR, guided by editorial discernment and expert input. We also invited the women leaders appearing in the MIW list to express their views on any of the below-mentioned themes and we got a cross-section of views: • Elevating Women to CHRO Roles: Strategies for Inclusion • Women in STEM: Bridging the Gap Through Empowerment and Innovation • Shattering the Glass Ceiling: Women’s Triumphs in Male-Dominated Sectors • Crafting Policies for Women’s Re-entry into the Workforce: A Blueprint for Success • Championing Women’s Rights in the Workplace: A Call for Pay Equity and Cultural Sensitivity • Vision for the Future: Transforming the Landscape of HR Technology • Lifelong Learning and Skill Development: Pathways for Empowerment By Savi Khanna
MOST INFLUENTIAL WOMEN IN HR WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 89 Aarti Srivastava CHRO, Capgemini India Amarpreet Kaur Ahuja Country Head - HR, India, AstraZeneca India Amrita Padda Chief People Officer, Bharti Airtel Anjali Chatterjee CHRO, Air India Express Anuradha Razdan Executive Director & CHRO Hindustan Unilever Archana Bhaskar CHRO & Head Corporate Communication,Dr Reddy’s Laboratories Archana Shiroor CHRO, Yes Bank Chandra Bhattacharjee CHRO- Grasim Industries, Aditya Birla Group Ira Gupta CHRO, Microsoft India & South Asia Jayanthi Anilkumar Head HR, L&T Lakshmi C MD & HR Lead Accenture India Madhavi Lall MD & Head HR, India, Deutsche Bank Mamata Vegunta Executive Director & Head of HR, DBS Tech India Manu Wadhwa CHRO, Sony Pictures Networks Pavitra Singh CHRO & VP, PepsiCo India & South Asia Preemita Singh EVP & CHRO, Havells India Rajkamal Vempati President & Head HR, Axis Bank Rajita Singh CPO, Kyndryl India Ruchira Bhardwaja Joint President & CHRO, Kotak Mahindra Life Insurance Ruhie Pande Group CHRO, Head of Marketing & Communications, Sterlite Power Sakshi Khosla Head of People, CBRE, India Savitha Shivsankar CHRO, Asian Paints Shikha Sharma VP, International Colleague Strategic Partner, American Express India Shweta Mohanty Head HR, SAP in India Vishpala Reddy Head of HR, Philips Indian Subcontinent THE MOST INFLUENTIAL WOMEN IN HR FOR 2024
MOST INFLUENTIAL WOMEN IN HR 90 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM › Firms must offer career comeback programmes helping women to re-enter the workforce LEVERAGING UNTAPPED TALENT POOL I n the past few decades, numerous studies have been conducted around women’s participation in the workforce, indicating that organisations with a higher gender diversity tend to outperform those without it. Regardless of the data and proof points, the underrepresentation of women in the workforce remains a challenge. To understand why, one of the leading causes is the inability to re-enter the workforce after a career gap. Women take career breaks driven by various societal and family requisites. This creates a talent gap as women’s diverse skills and proficiency are untapped. To leverage the untapped talent pool essential for business success, organisations must offer career comeback programmes empowering women to re-enter the workforce. Bringing women back to workforce A smooth transition of women into the workforce after a career gap requires a systematic approach with simplified processes that do not overwhelm. Organisations must focus on a few areas essential to facilitate the re-entry of women in the workforce. Flexibility: Often considered basic, organisations cannot do without this fundamental aspect. Offering flexible options such as remote work, hybrid model and flexible hours can help attract women left out due to the lack of flexibility. Returnship programmes: Personalised returnship programmes can provide structured support, training and mentorship to readapt to the workplace and reskill/upskill. Sponsorship: Initiating any career comeback programme starts with emphasising the need for such a decision. To successfully create policies for returning women, organisational leadership must unanimously agree and support such initiatives. Role models: The presence of women leaders as role models not only inspires professional ambitions but also creates a safe space for returning women to open up and thrive. Eliminating biases: Unconscious biases could further diminish the chances of female applicants willing to return to work. Organisations need to make a concerted effort eliminating prejudice in their sourcing and selection procedures. Continuous learning: In a world of rapid technological and economical changes, organisations must have an extensive learning and development programme ensuring prospects of professional growth through training and upskilling. Support groups & networks: Internal or external networks compound the benefits of collaboration by bringing like-minded women together. These networks help build connections and improve visibility and reach. A career gap is viewed as a challenge but organisations, with an open mindset and commitment to diversity and inclusion, hold the power to instill confidence in returning women and can prepare them to realise their true potential. The author is Chief Human Resources Officer, Capgemini India By Aarti Srivastava
MOST INFLUENTIAL WOMEN IN HR WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 91 › Embracing HR transformation necessitates a strategic blend of technological advancement, flexibility, continuous learning and enhanced employee experiences VISION FOR THE FUTURE The global economy is undergoing rapid transformation, reshaping industries and redefining organisational strategies. Amidst this disruption, Human Resources (HR) has emerged as a strategic partner, transcending its traditional administrative role to become a driver of organisational success. This evolution, known as HR transformation, is not merely about modernisation; it signifies a fundamental reimagination of how businesses engage, develop and manage their most valuable asset: their people. The shifting dynamics of work culture have elevated employees to the forefront of organisational priorities. Companies are dedicated to creating seamless experiences for their workforce, optimising talent acquisition and fostering a workplace environment that embodies greatness. As we navigate the new normal of work, the focus has shifted to enhancing employee experiences and recognising talent as a critical factor for success. In the competitive landscape for talent and amidst dynamic market trends, HR leaders face multifaceted challenges such as talent mapping, skill analysis, culture creation, pay innovations and talent retention. These core HR capabilities are interconnected and pivotal for navigating the evolving talent paradigm effectively. Technology serves as a cornerstone in this transformative journey. Leveraging Industry 4.0 tools such as analytics, automation, AI and cloud solutions empowers talent and drives holistic human capital development. Embracing agile HR practices and digital transformation enables organisations to adapt swiftly to change, align strategies with objectives, streamline processes and make data-driven decisions that propel growth. Cultural transformation and leadership development are equally imperative. Cultivating an adaptive culture aligned with organisational values fosters employee commitment and productivity. Leadership development initiatives equip leaders with the skills to navigate change, foster innovation and inspire teams, thereby contributing significantly to long-term success. Furthermore, enhancing employee experiences and optimising talent acquisition through AI-driven tools and multi-channel sourcing strategies are pivotal in building a diverse and dynamic workforce. The ongoing learning and development revolution promotes continuous growth and innovation, while global workforce management strategies enhance productivity and collaboration in remote and diverse teams. Embracing HR transformation necessitates a strategic blend of technological advancement, flexibility, continuous learning, diversity & inclusion and enhanced employee experiences. By adhering to these principles, organisations can cultivate a resilient & future-ready workforce that drives engagement, fosters innovation and contributes to sustained business success in an ever-evolving global economy. The author is Country Head – HR, India, AstraZeneca India By Amarpreet Kaur Ahuja
MOST INFLUENTIAL WOMEN IN HR 92 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM › In this digital era, HR professionals must embrace changes to stay ahead IMPROVING WORKFORCE PRODUCTIVITY Human Capital Management (HCM) is currently experiencing a significant transformation. Like the industrial revolution that revolutionised manufacturing, cutting-edge technologies such as artificial intelligence (AI), machine learning (ML) and deep learning are reshaping our lives, work processes and communication methods. These intelligent systems continuously process information, enhancing the precision and efficiency of human tasks. When combined with human creativity and innovation, they hold immense potential for improving workforce productivity. In recent years, change has been swift and technology is at the forefront. As older generations retire, a new tech-savvy workforce steps in. These individuals are accustomed to using technology in every aspect of their lives, from connecting with others to relying on AI and chatbots. Even concepts like the metaverse, once seen only in science fiction, are now part of our reality. What can we expect from this new generation? They’ll demand advanced technology in the workplace. As HR professionals, we must be ready to address their needs. Here are some key trends that will shape successful HR practices: Metaverse and virtual reality: These technologies will revolutionise the workplace. Imagine using AI-powered tools to manage tasks or collaborating in a virtual metaverse. Imagine a candidate walking into a virtual park and getting an immersive experience of the entire recruitment process. Tech giants have already started to adopt these tools. Blockchain: This decentralised, secure system will transform how we handle records and data. It’s especially valuable for talent acquisition, eliminating the need for traditional resumes and third-party verification. Blockchain has the capability to turn time consuming HR processes into hassle free activities. Applied artificial intelligence and robotic automation: The integration of AI and robotic automation has led to a paradigm shift in human resource management. AI-driven algorithms analyse resumes, match candidates to job profiles and predict hiring success. AI will soon be assessing employee performance, identifying skill gaps and recommending personalised development plans. RPA automates repetitive tasks like payroll processing, benefits administration and data entry. Internet of Things (IoT): As more data sources become available, HR analytics will thrive. IoT holds immense potential for understanding employee behaviour and improving organisational processes. Upskilling is key to staying current and outpacing the competition. With the wealth of opensource learning resources available, knowledge is accessible to all. Regardless of your career stage, adapting to change is the path to progress. Stay eager to learn and success will naturally come your way. The author is CHRO, Air India Express By Anjali Chatterjee
MOST INFLUENTIAL WOMEN IN HR WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 93 › It is significant to recognise and nurture women to build self-confidence and stature NURTURING WOMEN TO BUILD SELF-CONFIDENCE Contrary to popular belief, only 31 per cent of the CHROs in the top 160 companies in India are women, as per a study by Spencer Stuart in 2020. This not only hinders the potential of a talented pool but also limits the perspectives shaping an organisation’s most valuable asset – its people. While HR teams in companies have better representation than most other teams, here’s how more women can be groomed for success in the role: First and this is irrespective of gender, is ensuring that a candidate for CHRO is one who is completely immersed in the business and has deep appreciation for all facets of it. They should truly be a strategic business partner, because that’s what builds their credibility in the company, helps them solve critical business problems and take decisions that are in the best interests of the organisation and its people. As an employer, it’s key to ensure that we groom our top women talent and build their readiness for these CHRO roles which increasingly are amongst the most critical voices on the top table of a business. Provide diversity of early experiences, including stints in the business so talented individuals know that building commercial understanding of the endto-end business, is critical to growth as an HR leader. Confidence to speak ‘truth to power’ Often talented women may struggle with issues of confidence, but line managers, coaches and peers can all help play a part in recognising and nurturing women to build self-confidence and stature. The next step is creating the right network. Often, women ask for mentors and men ask for sponsors and that is a great disservice we do to our top women talent. In large jobs, building the right network and having sponsors both within and outside the organisation, are critical. Finally, as employers, it’s also important to acknowledge that women and men have very different needs and for a woman, her personal and professional journeys are often on intersecting tracks. The author is Executive Director and CHRO, Hindustan Unilever & Unilever South Asia By Anuradha Razdan
MOST INFLUENTIAL WOMEN IN HR 94 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM › Leveraging unique strengths and perspectives of women can create a more balanced and effective leadership landscape NURTURING AMBITION & PROVIDING PLATFORMS TO EXCEL There are a few key attributes and organisational approaches that help women HR professionals reach the pinnacle of their profession. Firstly, it is important to have the desire and ability to go beyond expectations, be a team player and network both within and outside the organisation. A ‘can do’ problem-solving approach is also crucial. These behaviours may seem common, but what sets a future CHRO apart is their willingness to delve into various HR verticals and strategically navigate their careers from the onset. In essence, it is about taking ownership of your career and the path to the CHRO role. Other important attributes include authenticity, a focus on employees, using analytics for decision-making, prioritising team growth and empathy – qualities that many women HR professionals possess in abundance. While there are plenty of ambitious and committed women HR professionals, organisations need to provide them with the platform to excel. This entails mentoring in the early stages and having sponsors who advocate for them when they are not in the room. Selecting talent through transparent processes, offering diverse role opportunities and implementing impactful initiatives can all contribute to grooming women for CHRO positions. It is also crucial to nurture ambition that is backed by performance. Lastly, leveraging the unique strengths and perspectives of women can create a more balanced and effective leadership landscape within organisations. This fosters inclusivity and drives innovation and success. Although challenges like unconscious bias and lack of mentorship still exist, a steadfast commitment to gender equality can pave the way for a future where meritocracy reigns, regardless of gender. The author is CHRO, Yes Bank By Archana Shiroor
For Partnerships & peaker Opportunities: Sajjad Mohammad: +91 99118 55935, [email protected] For Nomination Inquiries: Baani Chauhan: 91 84476 77166, [email protected] Deepshikha: +91 77376 56804, [email protected] 4TH EDITION #BWLegalGC100 TOP 100 GENERAL COUNSEL GENERAL COUNSEL Presented by In association with MAY 11, 2024 NOMINATE NOW LAST DATE TO NOMINATE: APRIL 15, 2024 DHANENDRA KUMAR Chairperson, Competition Advisory Services (India) LLP DR ANNURAG BATRA Chairman & Editor-in-Chief BW Businessworld and Founder, exchange4media SHUKLA WASSAN Independent Director, GE C.V. RAGHU Former Group General Counsel, Samvardhana Motherson Group HEMANT KUMAR Group General Counsel, L&T MANJAREE CHOWDHARY Senior Executive Director & GC, Maruti Suzuki India PANKAJ VASANI Group CFO, Cube Highways InvIT & Board Member, Cube Highways PULIN KUMAR Ex- Sr. Legal Director, Adidas India SAMEET GAMBHIR VP (Corp. Law) & Company Secretary, DCM Shriram MANISH LAMBA General Counsel, DLF Cyber City Developers DR. SUBIR BIKAS MITRA Advisor (Law), DGH/Sr Advisor, HCSC, MoPNG and Adjunct Professor, IIMs Exhibiting Partner
MOST INFLUENTIAL WOMEN IN HR 96 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM › Learning opportunities are available all around us and the future belongs to the continuous learners CONTINUOUS LEARNING IS KEY Marshall Goldsmith has said, “What got you here, won’t get you there,” this message has never been truer than it is in today’s digital age. Our knowledge acquired through formal education is rapidly becoming obsolete and we can no longer expect to get jobs and newer responsibilities based on our degrees acquired decades back or even five years back. Today’s organisations are for continuous learners. It is all about the ‘growth mindset’ as explained by Carol Dweck. Just like cine stars are defined by their latest hits and cannot afford to rest on their past laurels, similarly in today’s organisations - talent is defined by what is the latest knowledge that you have acquired and what has been your latest innovative contribution to your organisation. How do we acquire this knowledge? This knowledge is all around us. We can start with the age-old method of acquiring knowledge. Reading books in our subject matter. Subject matter magazines and journals are also a great way of acquiring knowledge. Then there is e-learning or virtual learning. One should complete at least one e-learning course every quarter. These are inexpensive and most organisation today offer free subscriptions for employees. Else, we can pay our own subscriptions and enrol into various online courses, because the long-term benefits far outweigh the costs. We need to enthusiastically participate in all opportunities given by our organisations towards classroom learnings. It is significant to emphasise the importance of acquiring digital skills and competencies. Tomorrow’s organisations will be increasingly digital first. IN OUR journey of reskilling and reinventing ourselves, we need to build a support network around us. How are we including our families and our children too in our learning and development journeys? We can identify bosses, peers and team members who can form our support network to help us in our process of acquiring new skills and competencies. We need to identify external experts, thought leaders who we can learn from through social media connects. We need to regularly challenge ourselves and experiment with our new learning to strengthen our newly acquired skills. Another important way to learn and develop is to seek continuous feedback. Best in class organisations today are investing disproportionately in 360 degree feedback systems. These are excellent ways to learn about skills and continuous development. The author is CHRO, Grasim Industries, Aditya Birla Group By Chandra Bhattacharjee
MOST INFLUENTIAL WOMEN IN HR WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 97 › Flexible working options like remote working and hybrid modes have come as a blessing for women wanting to rejoin the workforce BLUEPRINT FOR WOMEN’S SUCCESS Over the last decade, a number of successful organisations across sectors have introduced ‘return to work’ after career breaks. Many of these organisations have a structured ‘returnship’ programme which makes it relatively easier for women to ease back into the workplace owing to the variety of support mechanisms. This has also become an important component under the initiatives in the diversity, equity & inclusion space. The opportunities have further amplified post the flexibility in working presented post Covid. ‘Work from home’, ‘hybrid working’ and ‘work from anywhere’ options have become a true blessing for those contemplating to make a re-entry into the workforce. Adequate planning and some effective strategies are essential to make this a success and also sustainable. Below are certain aspects to be prioritised: Consensus and sensitivity It becomes imperative to assess business appetite and also sensitise the senior management in order to break through the inherent conscious/ un-conscious bias that might exist in the minds of the hiring managers. This will also pave the way to decide the number of roles that can be sourced through this channel. There are very targeted sensitisation programmes that are now run by various organisations to ensure that the hiring managers are making very conscious choices. Hiring approach Based on the above, the hiring plan can be designed and critical decisions on sourcing through internal and external mediums can be decided. Leveraging LinkedIn, other social media platforms, vendors specialising in this segment, internal referrals have all proved to be excellent sources over the last decade. On-boarding This is probably one area where most organisations fail and hence the need for specific focus here. A smooth on-boarding plan to facilitate the transition back to corporate life is super critical. This will also need to include requisite upskilling or reskilling programmes depending on the roles, a buddy system to hand hold the returning women through the initial phase is all non-negotiable if this initiative needs to sustain. Else it would only be a ‘tick in the box’ exercise. Mentorship programmes Assigning senior mentors to the returning women can also be a great way to create a support network for them as they settle in. Creating the right networks within the organisation will help resolve most challenges before they grow out of proportion. The author is Head – HR, Larsen & Toubro By Jayanthi Anilkumar
MOST INFLUENTIAL WOMEN IN HR 98 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM › Creating a culture of equality and inclusion is an on-going journey and it is significant to drill down deeper to ensure gender balance BRIDGING GENDER GAP IN EMERGING AREAS I n order to be truly limitless in being gender balanced and have an authentic culture of equality, organisations must be inclusive by design. It is a combination of bold goals, strategic actions and ensuring all people processes are inclusive. Strategies include cultivating a diverse pipeline of talent, eliminating biases across the talent management lifecycle, tracking attrition differences across diverse groups and making intentional investments towards skilling and enabling structures for women - all in all enabling organisations to stay at the heart of market-leading innovation and creativity. Sustaining momentum — beyond achieving a near 50-50 gender balance — demands progressive-thinking and sustained effort. As we celebrate shattering the glass ceiling, here are a few areas of focus that can help shatter the walls of the room: Working towards bigger, bolder milestones for equality: Creating a culture of equality and inclusion is a continuous journey and it is important to drill down deeper to ensure gender balance and a robust pipeline of women across levels, adequate women’s representation in critical business & leadership roles and fostering a culture where men & women partner with each other organically. Solving for intersectionalities: Organisations must address challenges of specific groups of women, particularly those at intersectionalities and enable support during moments that typically result in their exit from the workforce. Support infrastructure may include flexible work options, skilling and integration support to returning mothers or women returning after a career break and addressing the needs of women as caregivers, LGBTQI+ community members or persons with disabilities. Closing the gender gap in emerging skills: Bridging the gender gap in emerging areas such as AI is crucial, given women’s underrepresentation – as per a 2020 World Economic Forum report, women account for only 26 per cent of data and AI positions. Investing in learning opportunities and leveraging women leaders as mentors can inspire more women to reinvent themselves and pursue these opportunities. This can help organisations harness diverse perspectives crucial for tapping into the potential of these emerging skills and technologies. However, to truly shatter the walls of the room, we need to extend our learnings and impact beyond our own organisations, to the broader community. This is not just beneficial, but it is also our responsibility. We can do this by introducing skilling and sourcing models like inclusive apprenticeship programmes that empower diverse and under-served groups. By Lakshmi C The author is Managing Director and Lead – Human Resources, Accenture India
MOST INFLUENTIAL WOMEN IN HR WWW.BWPEOPLE.COM BW PEOPLE APRIL - MAY 2024 99 › Concerted efforts are needed in addressing the existing gaps so as to create an environment where women can thrive in STEM FOSTERING WOMEN IN STEM I n the ever-evolving landscape of STEM (Science, Technology, Engineering and Mathematics), the underrepresentation of women is a formidable challenge. As a senior leader with a passion for addressing societal inequalities, it has been my constant endeavour to explore potential avenues for bridging this gap through empowerment, innovation and crucially, encouragement. Breaking free from gender stereotypes is necessary. However, the systemic barriers ingrained over centuries necessitate a relentless pursuit to providing equal educational opportunities to all genders. This includes introducing innovative STEM education programmes that inspire and empower girls from an early age, thereby dismantling traditional gender biases. Furthermore, addressing the intersectionalities of gender and socio-economic status is paramount in ensuring equitable access to opportunities. The corporate initiatives that support deserving cases where families are unable to fund education for their daughters, are commendable. By implementing innovative interventions, multi-level inequities can be effectively corrected and the way for a more inclusive society can be paved. In parallel, fostering inclusion within educational institutions and corporate environments is extremely critical and important. To enable this, we would need to raise awareness and mitigate our unconscious biases which are only human. Leveraging the growing pool of female role models can help catalyse this much-needed transformation and amplify the role of women in this field. Yet, despite the progress made, the contributions of women in STEM remain largely under-celebrated. Looking ahead, nurturing women entrepreneurs in STEM is essential for driving sustainable impact. To do this, it is essential to recognise and honour their achievements, thereby fostering a culture of appreciation for their contributions to innovation and progress. This would not only aid in instilling a culture of risk-taking but also bolster confidence in their abilities, further harnessing their potential and help spearhead ground-breaking initiatives. WHILE THERE is undoubtedly a long road ahead, the future holds promise. It is our duty to maintain a steadfast focus and concerted effort in addressing the existing gaps so as to create an environment where women in STEM can thrive. Together, we can create a more equitable and inclusive future for all. By Madhavi Lall The author is MD and Head - HR, India, Deutsche Bank
MOST INFLUENTIAL WOMEN IN HR 100 BW PEOPLE APRIL - MAY 2024 WWW.BWPEOPLE.COM › Adopting a more strategic, data-driven, advanced analytics approach towards strategic workforce planning is key to sustainability HR’S STRATEGIC EVOLUTION Examining current trends in HR can give us more than a clue about what the future holds – what’s new today will become tomorrow’s norm. But what about tomorrow’s trends? Driving innovation, harnessing collective intelligence and achieving our goals requires right set of questions to be asked constantly. How can we build our people for future workforce needs; how can we use data to bring out our employees’ best strengths and is there a way artificial intelligence and machine learning can tell us when an employee is about to resign before they are even aware of it themselves? These are the kinds of questions we aim to solve using innovative technology solutions. The questions we ask are as powerful and insightful as the answers they elicit. In the fast-paced evolution of business and unrelenting force of technological progress, the human resources function has transformed into a strategic powerhouse. This shift is positioned at the nexus of people and technology. Strategic HR is a driver for shaping and executing organisational strategy. Being drivers of transformation in an organisation requires HR professionals to embrace change, stay technologically adept and cultivate a culture of innovation. By doing so, they not only ensure their relevance but also build resilience in the face of an ever-changing business landscape. The key lies in unlocking the vast potential of the HR function amid the tech-driven future. Picture HR as a conductor, wielding data like a baton, using people analytics to predict workforce needs and shape targeted programmes. This isn’t just about attracting top talent; it’s about crafting a future-ready workforce capable of navigating the dynamic job market. Amongst a diverse set of skills required, technical prowess is crucial – proficiency in HR The author is Executive Director, Head - HR, DBS Tech India By Mamata Vegunta software, data analytics and digital platforms. Mastery of HR tech, from AI recruitment to employee experience platforms, is no longer optional. Soft skills like communication, collaboration, problem-solving and critical thinking are essential for effective leadership. Business knowledge completes the arsenal, ensuring fluency in the language of leadership and a deep understanding of the company’s strategic direction. We become storytellers, weaving a compelling narrative about the organisation’s human capital and its value proposition.