Question 1: If you could time travel to the future, what HR challenges do you think you would encounter?
Answer: This question is so relevant, especially in the midst of all this talk about AI and Generation AI.
Personally, I find it quite daunting whenever I come across such challenging concepts in today’s age.
From my perspective, I believe there are three major challenges that all HR professionals need to focus on.
Firstly, there’s the challenge of creativity. With machines constantly advancing, particularly with ML, it’s crucial to find ways to outmaneuver them with our innovative thinking and mindset. This requires a deep level of introspection.
Next, there’s the imperative of elevating the employee experience.
ML and JNAI are always striving to provide extensive experience, so it’s essential for us to set the bar higher in terms of what we offer.
This involves understanding the touchpoints necessary for teaching and interacting with machines. It boils down to what I like to call KEC – kindness, empathy, and compassion, qualities that machines lack but we possess inherently.
Finally, there’s the challenge of culture and change.
In this era of agility, being flexible and adaptable is paramount. While culture and change have always been part of the landscape, navigating them in the context of AI adds another layer of complexity.
So, in essence, these challenges – creativity, employee experience, and culture and change – are the focal points we must address, especially given the complexities introduced by AI in our current landscape.
Question 2: Walk us through what piece of coaching or mentoring advice has had the most profound impact on you.
Answer: It’s crucial to recognize that our experiences shape us profoundly.
From my journey at Infosys to where I am today, I’ve come to understand the immense value of continuous learning and adaptation.
In the field of HR, there’s an abundance of information available, akin to stacks of data. The key is to adopt a mindset akin to the T-shirt model: be both a specialist and a journalist.
But beyond just acquiring knowledge, one of the most important lessons I’ve learned, especially for emerging leaders, is the significance of finding a mentor and coach early on in your career journey.
However, it’s essential to seek mentors who challenge you, who push you beyond your comfort zone.
Soft skills are important, of course, but it’s the tough leaders who truly mold and shape us.
I’ve been fortunate to have had such leaders in my life, from my tenure at Infosys to other experiences thereafter.
Life, as they say, follows Lewin’s model of learning, unlearning, and relearning. It’s a continuous process, and one that I’ve embraced wholeheartedly.
Continuous learning isn’t just about devouring Harvard Business Review articles or books; it’s about surrounding yourself with individuals who can shape your thinking from the very outset of your career.
Some key lessons I’ve gleaned from my mentors include the art of asking questions, the importance of active listening, and the power of observation.
These are skills I continue to refine, as they are integral to success in any field, particularly in HR.
So, to sum it up, my journey has been one of constant growth and evolution, fueled by the guidance and wisdom of mentors and coaches who have challenged me to become the best version of myself.
I’m still on that journey, always striving to learn, adapt, and grow.
Question 3: How do you handle situations where leaders exhibit resistance to change, and how do you influence them positively?
Answer: You know, when you brought up this topic, I’ve been reflecting on it a lot lately, especially with my engagements at various colleges and boards.
One thing that really struck me is the concept of leadership. It’s not just a single attribute; it comprises four key elements.
Firstly, there’s identity. It’s about how you define yourself—your behaviors, skills, competencies. Without a clear identity, influence becomes challenging.
Now, let’s tie this into what I call the four “I’s” of life. Identity, as I mentioned, is crucial—it’s about who you are and the ideas you represent. Then comes insights.
It’s not just about regurgitating information; it’s about sharing experiences and expertise, offering real value.
Next, we have impact. This is where your words and actions truly matter. Impacting someone’s life is the ultimate goal—it’s where influence stems from. And finally, influence itself.
But here’s the thing, to truly shape your identity, you need to dedicate time to introspection. That’s your “me time.”
Secondly, insights—people crave real experiences and expertise, not just textbook knowledge.
Thirdly, impact—your actions should speak louder than words, leaving a lasting impression on others.
As Dave Aldrich, the professor, aptly puts it, the true measure of deliverables is what the customers say. Similarly, the real value of our impact lies in the feedback we receive.
So, it’s this interconnectedness of the four “I’s” that truly defines leadership and influence. Thank you for bringing up this insightful topic.
Question 4: Please walk us through what is the role of emotional intelligence, or EI as they call it, in leadership, and what is its impact on workplace culture?
Answer: This question hits the nail on the head, especially in this era of constant distraction and disruption.
It’s disheartening to see how easily we can be pulled away from what truly matters. The ability to truly listen, observe, and question only comes after a deep period of introspection.
Self-reflection is the cornerstone of this process. It’s about being acutely aware of who you are – your strengths, weaknesses, values, and aspirations.
This self-awareness is the foundation upon which everything else is built – social awareness, self-management, motivation, and empathy, as you rightly pointed out.
Emotional intelligence isn’t just a concept to grasp or a skill to learn from a textbook; it’s a journey of self-discovery and continuous growth. And you’re spot on about the importance of carving out time for introspection amidst the chaos of everyday life.
Remarkable leaders like Tim Cook, Elon Musk, or those within the Airbnb leadership pipeline prioritize this, dedicating at least an hour to self-reflection daily.
For emerging leaders, my earnest plea is to allocate a significant portion of their focus – let’s say 50 to 60% – towards nurturing self-awareness.
That’s because once you tap into that reservoir of self-awareness, everything else falls into place like a domino effect.
Self-management becomes more natural, social awareness flourishes, and acts of kindness and empathy become second nature.
It’s like a ripple effect, where your inner drive and motivation propel you forward, ultimately enriching your capacity for empathy.
So, to sum it up, self-awareness is the linchpin that holds the entire chain together. It’s the key to unlocking our full potential as leaders and human beings.
Question 5: Please walk us through how should HR leaders ensure that leaders are aligned with the company’s values and cultural norms?
Answer: When we talk about leadership, culture, and change, it’s not just about lip service. It’s about embodying those values and making them a living, breathing part of the organization’s DNA.
It’s not enough to just have those values written in a handbook somewhere. Leaders need to walk the talk.
Trust, transparency, passion, customer focus – these aren’t just buzzwords; they’re the essence of what makes great companies truly great.
As you rightly pointed out, leaders need to be the torchbearers of these values. They need to set the example, be the change they want to see.
That’s where true leadership lies – in leading by example, just as Mahatma Gandhi famously said.
It’s about self-reflection, it’s about aligning your actions with your words, and it’s about constantly striving to uphold those core values that define the organization’s culture.
Thank you for shedding light on this crucial aspect of leadership and organizational culture, Aravind. It’s a powerful reminder for all of us.
Question 6: What role you think leadership can play in building resilience and adaptability amongst employees and teams?
Answer: Let’s dive into an acronym that I find particularly powerful: GRD.
When we talk about GRD, we’re focusing on three key elements.
First, there’s grit, then there’s resilience, and finally, there’s what I consider the most crucial: dog determination.
Now, this term “dog determination” actually comes from a book called “Grid Factory,” which I highly recommend to all our listeners.
Now, let’s circle back to what COVID has taught us.
It’s essentially about how much resilience we can summon in the face of adversity. It’s crucial for everyone to grasp this concept: everyone is fighting their own battles.
Once you understand this, you naturally become more resilient.
Think back to 2019 and 2020, when the COVID crisis hit.
Some leaders threw in the towel, but others emerged as true game changers. They acknowledged the challenge but refused to let it defeat them.
They thought, “yes, COVID has thrown a wrench in our plans, but I have a responsibility to my employees and their families.
Let’s figure out how to move forward together.” I remember my own boss saying, “Aravind, I may need to cut salaries, but I’m committed to keeping our employees happy.”
This mindset is crucial because resilience isn’t just about bouncing back; it’s about leading by example.
If you want your team to be resilient, you have to embody resilience yourself. It’s about showing that even in the face of failure or setbacks, you’ll keep pushing forward.
Dog determination is all about that fighting spirit. It’s about refusing to give up, no matter what obstacles come your way.
And let’s not forget about the growth mindset, where every challenge is seen as an opportunity for learning and innovation.
So, when we talk about resilience, we’re not just talking about bouncing back; we’re talking about embracing grit, resilience, and dog determination.
In today’s world, where AI and technology are rapidly evolving, it’s essential to adopt this mindset. Instead of fretting about job security or skill gaps, we should focus on creativity and innovation.
With the right mindset, we can overcome any obstacle and achieve remarkable things.
Question 7: What are your thoughts on how should HR leaders see the intersection of DIE evolving in the age of automation? And what role, according to you, does HR play in shaping this evolution?
Answer: When we talk about automation, that’s one aspect, but I want to emphasize something that I feel is absolutely crucial, and this is purely from my perspective.
For DEI, I’d like to add another vital component that’s gaining traction nowadays, which is belongingness.
Alongside DEIB, many companies boast about their diverse workforce in terms of demographics like age, gender, experience, religion, disability, and sexual orientation. That’s one piece of the puzzle.
Next, let’s examine our HR practices.
Are we truly providing equal opportunities, let’s say in training, for our female associates?
Are we ensuring that our performance management and compensation systems are fair, with women leaders being considered for leadership development programs and relevant opportunities?
This is about equity and inclusion. It’s not enough to have diversity on paper; we need to foster an inclusive environment.
Imagine you’re in a room as a leader, and you notice that only male associates are being engaged in discussions, while female associates are sidelined.
That’s not inclusion. Inclusion means making everyone feel like valued members of the organization.
Now, in the age of AI, there’s a risk of its own biases creeping in, as seen in the Amazon case study where it discriminated against female associates.
So, while embracing AI, we must ensure fairness, empathy, and compassion. Diversity isn’t just about numbers on a scorecard; it’s about creating a sense of belonging and ensuring equity across talent acquisition, development, engagement, and retention practices. When done right, AI can indeed be an enabler for success. That’s my take on it.
Question 8: What are your views on as we go about you know, embracing technology across various HR processes? How should one balance the need for efficiency through automation with the overall objective of maintaining human centric diversity and inclusion initiatives?
Answer: Absolutely spot on. What’s crucial to understand here is the exclusivity of this approach.
It’s not solely about HR; it’s about much more.
The key point to emphasize is that AI, or General AI, should serve as an enabler.
There’s a common misconception that AI leads to job losses. On the contrary, it empowers you.
The critical aspect is that it transforms mundane tasks within your job into something more valuable, allowing you to focus on strategic endeavors.
That’s a vital piece of advice I’d like to impart to all our listeners.
It’s imperative to invest effort in comprehending the concept of work without the traditional notion of a job.
Jaishwanathan’s book delves into this idea, stressing the importance of dissecting job roles and leveraging analytical and diagnostic skills to identify and rectify inefficiencies.
As HR professionals or future managers, it’s crucial to pinpoint factors hindering employee effectiveness.
By addressing these issues and integrating General AI solutions, you cater to the preferences of the millennial and Gen Z workforce, who prioritize seamless, tech-savvy experiences.
Furthermore, as leaders, it’s essential to embody qualities such as kindness, empathy, and compassion.
These attributes are integral to human-centric leadership. AI should complement and enhance these qualities, rather than overshadowing them.
Ultimately, it’s about striking the right balance between technology and human capital, as it’s the people who truly drive organizational success.
Question 9: Please walk us through any piece of literature, book, documentary, anything under the sun that has shaped your leadership journey.
Answer: One of the most influential books I always recommend to emerging leaders is “Start With Why” by Simon Sinek.
Understanding your purpose, your ‘why,’ is crucial in everything you do.
When you’re clear on your “why,” “what,” and “how,” it becomes much easier to navigate.
The value of knowing your why cannot be overstated. It’s the foundation of effective leadership.
When you understand your purpose, it becomes the driving force behind your actions, making you a more impactful leader.
As for organizational culture, having a shared mindset rooted in purpose is essential. Great organizations don’t need to push employees because they understand the bigger picture and how their work contributes to it.
This generation especially values purpose, and if it’s not communicated effectively, they’re likely to seek it elsewhere.