Podcast

Question 1: Walk us through any piece of memorable advice that you have received in your HR career and would love to know who gave it to you.

Answer: Let me share some advice based on my own experience.

Early in my career, I had a misconception. I thought that hard work and exceeding expectations would automatically lead to promotions and raises. But during my first year, when I asked my manager why I wasn’t considered for a better opportunity, she gave me some crucial advice: Your career is your responsibility. Advocate for yourself when opportunities arise, and if there aren’t any, create your own.

That conversation had a profound impact on me. Here’s the key takeaway: you own your professional growth. Sure, your manager and colleagues can support you, but unless you prioritize your own development, things won’t change dramatically.

My second piece of advice is to “fail fast.” In today’s fast-paced business environment, getting things done quickly is more important than achieving perfect results. If you spend too much time trying to perfect a solution, the situation might change by the time you launch it, rendering your work irrelevant. Instead, aim for “good enough.” Get it out there, gather feedback, and use that feedback to improve. This iterative approach, like a snowball rolling downhill, helps you reach solutions much faster.

Question 2: Please walk us through a time when you had to lead a team through a period of uncertainty or ambiguity and how you provided guidance and stability.

Answer: Many organizations, including mine in the past, have gone through periods of uncertainty, like mergers and acquisitions. These situations are full of ambiguity, with constant changes in policies, processes, strategies, teams, and structures.

Here’s how I’ve led my team through such chaotic periods:

Transparent communication: I establish a clear communication model. This means keeping everyone updated on changes and openly addressing concerns.

Clear vision and adaptability: I invest in creating a clear vision for the team, emphasizing both adaptability and collaboration. The focus is on ensuring everyone is aligned with the organization’s common goals.

Regular check-ins: I hold regular check-ins to ensure everyone feels heard and encouraged. This fosters a collaborative problem-solving approach where everyone is involved.

Short-term goals and accountability: We establish short-term goals that tie back to the bigger picture. Accountability fosters ownership and helps people see how their work contributes to the overall mission, not just as a forced mandate.

These are the key strategies I’ve used to navigate challenging times and provide my team with a sense of direction and stability.

Question 3: Please walk us through in your experiences, what challenges do HR professionals face when implementing reskilling initiatives?

Answer: The rapid digitization of our workplaces has put a lot of pressure on HR and L&D teams to develop new skills in employees for emerging job functions. Upskilling and reskilling have become top priorities for L&D programs, and even CEOs recognize this importance. A recent PwC survey found that 74% of CEOs are worried about skill gaps in their workforce.

However, many organizations struggle to implement these initiatives effectively. Here are three reasons I’ve observed:

Poor Needs Assessment: Companies often lack a clear understanding of their employees’ current skill sets and the skills needed for future success. Performance mapping is crucial to identify these gaps. Reskilling and upskilling initiatives should be designed with organizational goals in mind, not random curriculums. Start by identifying the skills your organization needs now and in the coming years.

Slow Development: Technical skills have a short shelf life, and industry standards change faster than traditional education systems can adapt. L&D teams need to speed up the design, development, and deployment of reskilling programs to keep pace with the demand for skilled workers.

Ineffective Training Delivery: While “on-the-job training” is a common phrase, it’s often not the most successful approach. The most effective retraining often happens within the workflow, providing employees with opportunities to apply new skills immediately in their daily work.

These are just a few reasons why organizations might struggle with upskilling and reskilling initiatives. By addressing these challenges, companies can equip their workforce with the skills needed to thrive in a rapidly changing world.

So, as you mentioned earlier, employees retain information best when they can apply it immediately. That’s why integrating training experiences into the workflow is so crucial. This allows employees to connect what they’ve learned to their daily tasks, leading to better retention and skill development.

While these are three common challenges I’ve observed, there are certainly others to consider. However, by addressing these core issues and focusing on integrating learning into the workflow, organizations can significantly improve the effectiveness of their upskilling and reskilling initiatives.

Question 4 How can technology such as AI and automation influence the approach to how we reskill people?

Answer: AI is definitely a hot topic these days, and even younger generations are familiar with the concept. As we discussed earlier, the rapid development of AI and automation is significantly changing the job market. These advancements have a two-sided impact:

Positive Impacts:

Increased productivity

Creation of new job opportunities

Improved quality of work life (through automation of repetitive tasks)

Challenges:

Potential job displacement due to automation

Growing skill gaps between workforce skills and job market demands

For example, many routine tasks are being automated, while there’s a growing need for:

Technical Skills: data analysis, machine learning, cybersecurity, programming
Soft Skills: communication, critical thinking, creativity, emotional intelligence

These soft skills complement the technical skills needed in an AI-driven workplace.

To adapt and stay competitive, both organizations and individuals need to invest in upskilling and reskilling initiatives. This will bridge the gap between current skill sets and the skills required for the future of work.

Question 5: Walk us through what are your views on how one should balance internal promotions with external hires in terms of succession planning?

Answer: There’s no one-size-fits-all answer to the internal vs. external hiring debate. The best approach involves balancing the pros and cons of each:

External Hiring:

Pros: Brings fresh perspectives, builds diversity of thought, offers specific knowledge or direct experience.

Cons: Can demotivate existing high performers, requires onboarding time for new hires.

Internal Promotion:

Pros: Motivates high performers, promotes loyalty and institutional knowledge.

Cons: May lack fresh perspectives, limits access to cutting-edge skills.

Here are some additional factors to consider:

Company Growth Stage: Rapidly scaling companies may need more external hires to quickly acquire needed skills.

Proactive Preparation: External hires can bring valuable insights from a future-oriented perspective.

Managing Internal Perception: When hiring externally, ensure new leaders are demonstrably more experienced and clearly communicate the benefits to existing teams. External hires can provide valuable mentorship and development opportunities.

By carefully considering these factors, you can create a balanced approach to hiring that leverages the strengths of both internal and external candidates.

Question 6: What strategies do you think one must adopt to be able to identify and groom high potential employees for leadership roles?

Answer: HIPOs are crucial for your organization’s future success. They take on important roles, lead projects, and develop innovative solutions. Here’s how to identify them:

Performance Data: Analyze hard data from performance reviews, surveys, and feedback to measure employee performance.

Career Aspirations: High-potential employees are ambitious and seek to grow. Talk to them about their long-term career goals to understand their potential and future fit within the organization.

Emotional Intelligence: Assess emotional intelligence by observing how they interact with colleagues and clients. Look for individuals who stay calm under pressure, demonstrate empathy, and handle criticism well.

Peer and Manager Feedback: Talk to managers and colleagues to get insights into teamwork skills. HIPOs are strong team players, not isolated high performers.

For developing high-potential employees I’d say; once identified, here’s how you can nurture HIPOs:

Challenging Work: Provide assignments beyond their current roles, helping them develop new skills and a sense of ownership.

Mentorship: Pair them with experienced leaders who can guide and support their career development.

Feedback and Recognition: Offer regular feedback, both positive and constructive. Recognize their accomplishments to keep them motivated.

Career Development Plan: Create a clear career path that outlines opportunities for advancement and keeps them engaged with the organization.

By following these strategies, you can effectively identify and develop high-potential employees who will drive your organization’s future success.

Question 7: In what ways should one communicate with employees about the importance of continuous learning and reskilling to stay relevant in an automated landscape?

Answer: The digital revolution is transforming every industry, and work is no exception. One of the key career implications is a shift in the demand for human expertise. This requires continuous learning, reskilling, and upskilling. Here are four science-based recommendations to create a learning culture in your organization:

1. Reward Continuous Learning:

Integrate learning initiatives with your reward strategy.

Recognize and reward employees who demonstrate a commitment to continuous learning.

Rewards can be monetary, public recognition, or opportunities for more challenging roles.

By showing you value their learning efforts, you incentivize them to keep growing.

2. Provide Meaningful Feedback:

Feedback is crucial for improvement. Invest in “feedforward” practices where feedback is seen as a tool for growth, not punishment.

Create a psychologically safe environment where feedback is viewed as a gift.

Regular and constructive feedback helps employees identify areas for development.

3. Lead by Example:

Leaders have a significant influence on employee behavior and performance.

“Walk the talk” by actively participating in learning opportunities yourself.

When leaders demonstrate a commitment to learning, it sets the tone for the entire team.

4. Hire Curious People:

During the hiring process, prioritize candidates who are naturally curious and eager to learn.

People who are passionate about learning are more likely to embrace new challenges and readily participate in learning initiatives.

A curious team can create a positive ripple effect, motivating others to learn as well.

By implementing these strategies, you can create a dynamic learning culture that equips your employees with the skills they need to thrive in a rapidly changing technological landscape.

Question 8: How should one ensure that the organization’s reskilling efforts remain agile and adaptable?

Answer: Earlier, you mentioned receiving great career advice to “fail fast.” This applies to building a learning culture as well. Here’s how to keep your learning programs dynamic and relevant:

Monitor Trends: Continuously monitor emerging trends and adapt your learning strategies accordingly. Skills that are crucial today might not be as important in the near future.

Collaborate with Experts: Seek insights from industry experts to identify areas where your learning offerings can be improved.

Utilize Learning Platforms: Leverage learning platforms to stay current on best practices and update your curriculum accordingly.

Focus on Skill Gaps: Conduct regular assessments to identify skill gaps within your workforce and tailor learning programs to address them.

Offer Flexible Learning: Provide flexible training modules to cater to different learning styles and preferences. For example, offer bite-sized modules for younger generations who favor on-the-go learning, and more comprehensive resources for senior employees who prefer in-depth information.

Regular Feedback and Data Analytics: Continuously gather feedback from employees and analyze data to ensure your learning programs are meeting the evolving needs of your workforce. Use this information to adjust and tailor your programs for maximum effectiveness.

By following these steps, you can create a learning culture that is adaptable, responsive, and keeps your workforce equipped with the skills they need to succeed in a constantly changing environment.

Question 9: Please share any piece of literature or any book, any documentary that has shaped your leadership journey.

Answer: While I wouldn’t call myself a huge bookworm, there’s one book that really resonated with me: Atomic Habits by James Clear. Have you had a chance to read it?

The book’s core message is that making drastic changes all at once is overwhelming, like trying to lift a car with your pinky finger. Clear argues that the real “secret sauce” is in the power of tiny habits that compound over time. Think of it like building a skyscraper, one brick at a time.

The key is habit formation. These small, daily actions shape who we become. Clear emphasizes that you don’t need to overhaul your entire life. Start small, be consistent, and witness the transformation unfold.

Atomic Habits has been incredibly helpful for me personally and professionally. I’ve been incorporating these ideas into my daily routine to create positive change, bit by bit.

Closing Note

The ever-changing workplace throws a lot at HR professionals—from building a learning culture to identifying future leaders, the challenges can feel endless.

But fear not! This podcast equipped you with valuable insights.

Now it’s your turn to take action.

Evaluate your current strategies – are there areas where you can implement Meenakshi’s advice on reskilling or building a learning culture? Remember, small, consistent steps lead to big results.

This is just the beginning of your HR growth journey.

Stay tuned for upcoming episodes of The CHRO Mindset, packed with super insightful interviews designed to help you excel in your career like never before.

We’ll see you at the next one!