Podcast

Question 1: What is the most challenging HR problem you have encountered? How did you overcome it?

Answer: I keep telling everyone that when it comes to HR, we often encounter many issues and problems, and I’ll explain why. Typically, most organizations are more focused on the business side of things. Conversations, meetings, and reviews are centered around achieving targets and supporting the business, with less emphasis on people. As a result, HR leaders often find it difficult to align management with HR agendas.

However, I’ve been fortunate to work with organizations that value their people and collaborate with HR to enhance the employee experience. My biggest challenge has been taking over the HR role in my previous organization, Landmark, and later as the CHRO at Metro Brands. Since I’ve been asked to highlight one significant challenge, I’ll focus on my experience at Metro Brands.

I joined Metro Brands about two and a half years ago as the CHRO. At that time, HR responsibilities were dispersed across different departments: marketing handled some aspects, a committee managed others, and business units took care of the rest. This fragmentation made it very challenging to consolidate everything into a cohesive HR function.

One of the biggest challenges I faced was establishing a formal HR department. Obtaining approvals to hire staff was difficult. We work on a commission model for the front end, so I had to revamp the commission structure, ensure compliance, and manage the listing process. Additionally, I had to develop an ESOP program. Each step of this journey was challenging, but I overcame these obstacles by outlining what needed to be done and presenting it to my MD and CEO for their approval. The last two and a half years have been about putting the basics in place, and now I am looking to do more.

At Landmark, my biggest challenge was taking on the HR role when three seasoned HR professionals had previously joined and failed to deliver. This was particularly challenging for me because I did not come from an HR background. As you know from my introduction, I came from an education background, then moved into retail operations and training, without any formal HR qualifications.

When I took over the HR role at Landmark, the situation was similar to Metro Brands but different in that we had multiple regions, each handling HR in its own way. Senior regional HR managers were aligned with regional business heads, so aligning them with me and creating a unified HR framework for the organization was a huge task. In a span of one and a half years, I was able to turn things around for HR at Landmark, similar to what I achieved at Metro Brands. I could elaborate further, but I know we are short on time. In a later question, I will also explain how I managed to accomplish this.

Question 2: Please share a personal reflection on your road journey as an HR leader.

Answer: In my journey as an HR leader, I have realized that it is crucial to understand the organization and the business you are in, regardless of the function. What works in one organization may not work in another. For example, I may have implemented numerous strategies in my previous organization, but my current organization might not share the same philosophy or approach regarding people management. If I simply assume that what worked there will work here, I will not succeed.

As an HR leader, it’s vital to understand the organization, its direction, and its specific needs so we can offer customized solutions. This has been my most significant learning in my entire career. What has driven me are my passion, perseverance, and proactiveness—the three P’s of my success. I believe that without passion, I cannot deliver; without perseverance, I cannot execute to the last mile; and without proactiveness, I cannot identify and address issues effectively. These qualities have been critical to my success over my 18-year career in HR.

One key takeaway for me is the importance of being solution-focused. It’s easy to present a problem to management, but it’s crucial to also propose solutions, ideally multiple ones. Understanding business challenges and providing appropriate solutions is essential.

For example, when I took over the HR role in my previous organization, I noticed a disparity in the salaries of front-end employees. Team members sometimes earned more than their team leaders because of their tenure. This disparity contributed to high attrition rates. To address this, I worked to bring salary parity, which involved transferring people between stores and adjusting salaries.

Another example is addressing employee retention. We implemented a succession plan, or “career passport,” for our front-end employees, ensuring that 70% of hiring was done internally. This provided clear career paths and reduced attrition.

It’s also important for leaders to ensure the execution of strategies. It’s not enough to strategize; one must also envision and plan for the last mile delivery of that strategy. If I can’t see how to execute a strategy, I will fail. Having data and logic to back up initiatives is critical for gaining business buy-in, as businesses focus heavily on numbers.

Stakeholder buy-in is crucial. I always discuss initiatives with the business, gather their input, and involve them in projects to ensure high buy-in and successful execution. Balancing between being a support function and a business function is also essential. HR should not only support the business but also add value by understanding and contributing to business goals.

These reflections and learnings have shaped my journey as an HR professional and made me who I am today. Whether I am considered successful or not, these principles have guided me throughout my career.

Question 3: How can HR leaders ensure that their initiatives are in sync with the organization’s strategic direction?

Answer: I believe that most, if not all, organizations hold sessions towards the end of the year to reflect on what went well, what didn’t, and to plan for the next year. HR plays a critical role in this strategic intervention. During this process, it’s not just about HR; every department contributes to the organization’s direction.

For example, last year, we identified a need to strengthen our area manager pool. As a retail organization that promotes internal growth, 100% of our area managers have advanced from being salespeople to store managers to area managers. While this internal progression is crucial, we realized that our area managers represented one of the weakest links in our organization. Therefore, we mandated a program to address this issue.

From an HR perspective, we developed a program to elevate our area managers. We identified top talent within this group to certify and use as role models. Simultaneously, we evaluated underperforming area managers to determine if external hiring was necessary. We are now in the final phase of this program, which we expect to complete in the first quarter of the coming year. This effort demonstrates how HR can address significant business challenges.

Another example concerns cost to sales. One of the largest expenses for any organization, apart from rentals, is personnel. HR is often seen as a cost center, yet it plays a crucial role in designing structures and ensuring that employees perform well. HR works closely with the CEO and business heads to align this aspect with the organization’s strategic direction.

Question 4: Are there any specific HR metrics or KPI’s that you believe have a direct impact on the overall business success?

Answer: There are many factors, but I can highlight a few that have helped me work closely with the business. The first is employee productivity. We typically measure this by evaluating an employee’s contribution to sales and the overall cost of manpower relative to sales. These are two key metrics that we closely monitor and use to collaborate with the business.

Another important aspect is talent management. For instance, we ran a program called “High Tenure, Low Performance” for employees who have been with us for a long time but are not performing well, as well as those who have been with us for a shorter time but are excelling. We have a comprehensive program to address these issues, ensuring that top talent is protected and retained while addressing underperformers either by realigning them to other roles or having discussions to encourage improvement. We have implemented various programs, including a high potential (HiPo) program and a “High Cost, High Tenure” program for employees with high costs but low performance. Each of these programs involves targeted interventions.

Another critical area is measuring training ROI. While it’s often said that ROI is challenging to measure, I believe it is achievable. I recommend focusing on one or two key programs each year and driving them in a way that impacts business practices. For example, in my previous organization, we implemented a program called “Meet & Greet Direct,” aimed at improving customer interactions. We ran this program across all stores for a year, and it was so successful that I received widespread buy-in from regional managers to continue the training. Training ROI can be measured effectively if approached strategically.

In summary, while there are many metrics to consider, monitoring employee productivity, talent management, and training ROI are some of the most critical factors from a business perspective.

Question 5: Can you share examples of HR initiatives that have positively impacted employee engagement, which in turn supported organizational objectives?

Answer: As I mentioned earlier, HR has been a new field for me in both my current organization, Metro Brands, and my previous organization. Both organizations are quite different and have unique needs, which I addressed effectively. I’d like to highlight one major project that was highly successful: the front-end career progression program.

When I took over the HR role in my previous organization, we faced extremely high attrition rates. Engagement survey scores were very poor, and while productivity was acceptable, it was closely tied to sales. Sales depend on employees, and while our product was not an issue, this was a significant challenge. We needed to find ways to increase engagement, reduce attrition, and improve productivity.

I engaged in numerous discussions with stakeholders, visited many stores, and spoke with employees, managers, regional heads, and the operations head. One major challenge was that attrition was so high that by the time we trained someone, they would often leave before completing their training. The organization had become a training ground for other retailers, which was a persistent issue.

Through these discussions, we identified that many long-term employees felt stagnant in their roles, with no clear career progression or salary growth. This negativity was contributing to higher turnover. To address this, we developed a career progression framework, creating a clear path for advancement from sales staff to other roles. The career tree included a structured path from sales staff to department manager, assistant store manager, store manager, cluster manager, and area manager. Additionally, it offered opportunities to transition into roles such as planning, visual merchandising, HR, or marketing.

We implemented a competency framework with assessments that included performance, manager feedback, and competencies, with a cutoff score to determine readiness for promotion. This approach engaged employees, who looked forward to assessments and career advancement opportunities. Over two years, this program significantly reduced our attrition rate from around 80% to approximately 35%.

This initiative is one of the achievements I am most proud of. It not only increased employee engagement but also dramatically reduced attrition. I would be happy to discuss it in more detail if given the opportunity.

Question 6: In your experience, how has the role of HR in business alignment changed with the rise of remote and flexible work arrangements?

Answer:

Question 7: What strategies can HR leaders employ to ensure that it’s viewed as a strategic partner rather than just a call center?

Answer: I believe there’s a significant difference between working in an office in person versus working virtually. HR plays a critical role in this shift because it requires a new approach, focusing on virtual automation and more precise monitoring.

For example, when employees are working remotely, it can be challenging to ensure they are working the required hours. HR must adapt by focusing on the completion of tasks rather than the traditional methods of monitoring attendance. This means HR needs to work with the business to set clearer KPIs and performance metrics. Instead of tracking online activity, which can be time-consuming for managers, it’s more effective to evaluate work from a project-based perspective, setting clear deadlines and expectations.

Another important aspect is employee engagement. Engaging employees remotely requires a different strategy compared to in-person interactions. During COVID, for instance, we created a forum for our team that included online games and virtual social activities. We organized virtual tea breaks and snacks, and hosted engaging activities like virtual trivia games. These initiatives were designed to maintain a sense of connection and fun, even when employees were working from home.

While remote work presents challenges, such as the difficulty of addressing issues quickly compared to in-person interactions, it’s clear that HR must adapt to ensure employee engagement and productivity. Although the pandemic was an exceptional period, the need to balance remote and in-office work remains. In retail, for example, remote work is less feasible, and many companies are transitioning back to office environments to ensure more efficient operations.

Overall, HR’s role in adapting to virtual work environments involves redefining how we measure performance and engagement while maintaining effective communication and support for employees.

Question 8: Can you share examples of tech driven HR initiatives that have directly contributed to achieving organizational goals?

Answer: One of the most critical tools in HR is the HRMS, the system used for managing all HR data. There are many HRMS options available in the market, but it’s crucial to select the right tool that addresses the specific challenges and needs of your organization.

For example, when I joined my current organization, we were using an outdated HRMS from 2016. It wasn’t cloud-enabled, and the data management was still manual despite having an HRMS. I reported these issues to management and advocated for a change. The mandate was to find a new system without increasing costs. We identified a new vendor and have already implemented about 70% of the tool. Some elements are still a work in progress, but we expect full automation within the next year.

Using the right technology is vital for several reasons. Without it, retrieving past data becomes problematic, compliance can be compromised, and errors in payouts can occur, such as paying someone extra or having ghost employees in the system. Automation and the right tool are essential.

Another initiative we worked on was the Potential Manager Program, which was in place before I joined. The program involved internal promotions for front-end positions, and the process was quite tedious. Potential managers would come to our head office in Mumbai, spend five to six days with HoDs, and be evaluated at the end. We automated this process, allowing potential managers to complete the training modules online at their own pace. This saved on travel costs, allowed us to offer more opportunities, and standardized the process. Virtual interviews replaced in-person evaluations, making the process more efficient.

We are also planning to implement a chatbot to handle basic HR inquiries. The chatbot will direct employees to the appropriate person for more customized questions. Choosing the right technology is crucial, as it must align with the business’s specific needs.

Question 9: Any piece of literature or any book that has shaped your leadership journey, please do share with us.

Answer: I’m not an avid reader per se, but I learn from everyone I work with—whether they are in leadership, part of my team, or stakeholders. However, if I were to mention a particular book, it would be Business Model Generation by Alexander Osterwalder and Yves Pigneur.

This book, which introduces the Business Model Canvas, is not a leadership book but a strategy tool. What makes it special to me is how the framework is structured and how it resonated with me. I discussed it with the CEO of my previous organization, and it became our guiding framework for developing our strategies.

We created an organization-wide Business Model Canvas, and each department developed its own canvas. This framework was instrumental in building our action plans for the upcoming years.

The book is very close to my heart because it significantly influenced my approach to strategy and alignment with business goals. Additionally, working with my CEO on this framework and seeing his continued endorsement of it makes the book even more meaningful to me.

Closing Note

As we wrap up today’s episode, take a moment to reflect on the HR challenges discussed, from overcoming fragmented functions to adapting to remote work. The next step for you is to assess your own HR strategies: evaluate how well your current systems and metrics align with your organization’s goals.

Consider implementing the insights shared, such as enhancing employee engagement and adopting effective technology solutions. Stay tuned to our podcast channel for more episodes packed with actionable insights to elevate your HR practices and career.

We have exciting content lined up that will provide fresh perspectives and practical advice to help you thrive in your role.

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