Question 1: What do you believe will be the most crucial HR skill in 2025 and how are you preparing your team to excel in it?
Answer: You raised an important point about the distinct eras before and after COVID-19. Pre-COVID, HR operated with specific KPIs and skill sets, predominantly focusing on facilitation and support roles. Post-COVID, HR’s role shifted dramatically towards becoming strategic enablers of business growth, necessitating a deep understanding of market dynamics and a proactive approach to employer branding and talent development.
Traditionally, HR was not deeply engaged in understanding market dynamics or shaping organizational brand identity. However, the pandemic catalyzed a significant transformation. HR leaders realized the imperative to evolve beyond a mere support function, embracing roles as people leaders and business enablers.
The post-COVID landscape demands HR leaders to be not just facilitators but active drivers of organizational success. This shift involves a profound change in mindset, where HR professionals align themselves closely with business objectives and become integral parts of strategic decision-making processes.
Furthermore, HR’s role now extends to marketing and storytelling, with professionals actively engaging in social media to enhance industry-wide skill development. This elevation of HR’s role underscores the vital importance of aligning HR practices with broader business goals and fostering a culture of continuous learning and innovation.
Moving forward, HR leaders must focus on aligning their efforts with business objectives, ensuring that HR strategies contribute directly to organizational growth and success. By adopting a solution-oriented mindset and actively engaging with employees and business leaders, HR professionals can drive meaningful change and position themselves as indispensable assets within their organizations.
Overall, the COVID-19 pandemic has reshaped the role of HR, compelling professionals to evolve from support functions to strategic enablers of business success. By embracing this transformation and aligning their efforts with broader business objectives, HR leaders can drive lasting impact and contribute significantly to organizational growth and resilience.
Question 2: How do you think HR leaders can foster a sense of community amongst employees who have never met face to face? And what strategies are you implementing for this shift?
Answer: Our approach post-COVID has been to adapt and evolve continuously. Initially, during the peak of the pandemic, our company swiftly transitioned to a 100% work-from-home model. Over the past four years, we’ve witnessed a gradual reduction in remote work, from 100% to the current 45-50%. Our organization primarily operates through Global Capability Centers (GCCs), serving as offshore development centers in India for onshore companies across the US, UK, and other regions.
To accommodate this hybrid work setup, we introduced a flexible work location policy. This policy allows employees, whether residing in the city where our offices are located or elsewhere, to choose their work environment. Those living outside the city are encouraged to work remotely, while those within the city can opt for a hybrid or fully remote setup to alleviate traffic and commute challenges.
Given the global nature of our clientele, comprising onshore partners in various time zones, facilitating in-person coordination wasn’t practical. Thus, we emphasized flexibility to optimize productivity and work-life balance. The choice of work arrangement largely depends on the nature of the business. For offshore IT services like ours, remote work is viable. In contrast, sectors requiring extensive in-office collaboration may opt for hybrid models.
To ensure engagement and cohesion among remote employees, we organize quarterly meetups facilitated by team leaders. These gatherings foster cross-functional interactions and team bonding activities, promoting a sense of belonging. Additionally, we encourage family participation to reinforce our commitment to familial values and employee well-being.
Our efforts have yielded positive results, reflected in our low turnover rate of less than 24% annually. This success stems from our holistic approach, which extends beyond professional relationships to encompass employees’ personal lives. By prioritizing human connection alongside technological advancements, we’ve fostered a culture of appreciation and belonging within our organization.
Our commitment to employee welfare extends to comprehensive healthcare coverage, including family members and in-laws. This demonstrates our dedication to employee happiness and well-being. Through these practices, we’ve cultivated a work environment where employees feel valued and supported, contributing to our overall success and retention efforts.
In summary, our strategy revolves around personalized engagement and holistic support, underpinned by a deep understanding of employee needs and aspirations. While technology aids in tracking and enhancing our initiatives, it’s the human touch that truly fosters a thriving and cohesive workplace culture.
Question 3: As an HR leader navigating the rise of remote work, how do you foster community among employees who’ve never met? Also, amidst rapid technological advancements like GPT, how do you promote continuous learning and reskilling? Could you share any innovative strategies you’ve found effective in this evolving landscape?
Answer: One critical aspect of skill development that we prioritize is continuous learning through skilling, reskilling, and upskilling. We actively seek to stay updated on emerging technologies relevant to HR functions. AI technologies like ChatGPT have been instrumental in content curation, particularly in policy development. However, while leveraging technology for upskilling initiatives such as LinkedIn Learning, we emphasize a balanced approach.
In addition to technological tools, we encourage our HR team to build a robust understanding of the legal landscape. Often, there’s a tendency to overly rely on external agencies for legal guidance. To address this gap, we advocate for self-sufficiency by encouraging team members to familiarize themselves with relevant laws and regulations firsthand.
Furthermore, we underscore the importance of thorough research and analytics in strategic decision-making. Beyond ChatGPT’s generic content, we stress the significance of analyzing data from reputable sources such as NASSCOM, HBR, and Forbes. This analytical approach enables us to craft informed policies aligned with industry best practices.
Equally crucial is data management and presentation skills. Platforms like Power BI facilitate data analysis, but effective communication of findings, especially to the board, requires a blend of technical proficiency and strategic thinking. Hence, we prioritize training our team in concise data representation and presentation techniques.
Moreover, we emphasize the adoption of Objectives and Key Results (OKRs) to align HR objectives with broader business goals. By instilling a clear understanding of business objectives and measurable key performance indicators, we empower our HR professionals to drive strategic initiatives effectively.
Additionally, we recognize the evolving role of HR professionals as consultants. To this end, we equip our team with the necessary skills to develop comprehensive consulting documents akin to those produced by top firms like UI and Deloitte. This entails thorough research, market analysis, and the ability to craft tailored strategies aligned with client expectations and industry standards.
Ultimately, our goal is to nurture HR professionals who possess not only technical expertise but also a deep understanding of business dynamics. By fostering a culture of continuous learning and strategic thinking, we aim to elevate our team’s capabilities and drive meaningful impact within the organization and beyond.
Question 4: With societal changes influencing workplace expectations, how do you balance the need for DEI (Diversity, Equity, and Inclusion) with the practical challenges of implementation? Besides that, what advice do you have for organizations striving to create a more inclusive environment?
Answer: Recently, during a conversation, I emphasized the importance of incorporating equity from the outset, particularly in addressing biases that often manifest during the recruitment process. To mitigate biases, we implemented a “mind match” approach, comprising an assessment sheet used by recruitment professionals, including hiring managers and evaluators. This tool helps identify and counter conscious or unconscious biases, ensuring fair evaluations regardless of gender or other factors.
Additionally, we’re committed to preventing the unfair rejection of female employees due to factors like distance or family planning. We’ve established practices to ensure equal opportunities and support for all employees.
In certain centers, such as Surat, where we primarily hire freshers, we’ve made intentional efforts to achieve gender balance. Recognizing the strengths that women bring to the workforce, including their dedication and composure under pressure, we actively recruit female candidates to create a balanced and diverse team.
Our decision to prioritize gender diversity isn’t just about meeting quotas; it’s also driven by business excellence. Studies have shown that female recruiters often excel in communication and relationship-building, essential skills in our talent solutions line of business. As a result, centers like Malaysia, where 62% of employees are female, have experienced remarkable growth, contributing significantly to our overall success.
While we prioritize diversity and inclusion through constant education and awareness programs, our approach is always aligned with business objectives. We hire based on merit, disregarding factors like race, culture, or background. Operating in diverse regions across ten countries, we recognize and celebrate the value of different cultures and perspectives.
Our commitment to diversity isn’t just about meeting targets; it’s about leveraging the unique strengths and talents of our workforce to drive business growth. Centers like Malaysia serve as prime examples of how embracing diversity can lead to exceptional results, paving the way for expansion into new markets like Singapore and the Philippines.
Overall, our approach to diversity and inclusion isn’t just a moral imperative; it’s a strategic business decision that fuels our success and enables us to thrive in a global marketplace.
Question 5: With ESG considerations gaining prominence, how do you see HR evolving to meet environmental and social expectations and govern these practices effectively within the organization.
Answer: Our parent company has committed to achieving carbon neutrality by the end of 2024, aligning with global efforts towards sustainability. Led by Dr. Govind Dolakiya, they have pledged to become one of the first diamond and jewelry manufacturers to achieve net zero emissions. This initiative resonates deeply within our organization, inspiring us to follow suit.
As a technology company, we are implementing various environmental, social, and governance (ESG) practices. In Malaysia, we are formulating ESG policies, while in India, we focus on waste management and reducing carbon footprint, especially in our IT operations. We have established committees to oversee these initiatives, ensuring alignment with industry standards and technological advancements.
ESG initiatives are essential for every company, but they must be relevant to their operations and aligned with market needs. As we progress, we remain mindful of our impact on the environment and society, striving to integrate sustainability into our core business practices.
Question 6: Talk to us when facing the need for layoffs, how do you prioritize transparency and communication within the organization? Part one, part two of the question in what strategies have you found effective in minimizing the negative impact on morale and productivity?
Answer: In addressing the challenge at hand, it’s crucial to stay well-informed and proactive. Anticipating potential business downturns, such as loss of funding or declining revenues, is essential. Fortunately, our organization isn’t typically funded by venture capital; rather, it stems from our parent company’s visionary expansion into IT services. However, in situations like the recent impact of COVID-19, particularly in markets like the US and UK, transparency is key.
During such challenging times, our approach has always been to maintain complete transparency with our employees. Whether it’s due to shifts in client needs or economic downturns, we ensure our team is aware of the situation. For instance, when a major client in the UK downsized, necessitating resource reallocation, we communicated openly with affected employees. We provided advance notice, full pay until their last day, and facilitated a smooth exit process.
Furthermore, we engaged in outplacement efforts, personally reaching out to our network and even posting job opportunities in various forums. Our commitment to ethical practices and principled decision-making ensured that affected employees were supported throughout the transition. This approach not only fosters trust but also cultivates a sense of loyalty among our team members.
By standing firmly for employee rights and maintaining open communication with both our team and clients, we uphold our values while navigating challenging circumstances. Our dedication to our employees extends beyond their tenure with us; we continue to support them as valued alumni, ensuring that their feedback is heard and their careers remain unharmed.
So, overall, our strategy in handling such situations revolves around transparency, ethical practices, and unwavering support for our employees’ well-being and career progression. Through these efforts, we’ve not only weathered challenges but also strengthened our bond with our team and reinforced our organizational values.
Question 7: Could you share a piece of literature or a book that has significantly influenced your journey as a leader?
Answer: Let’s refine the transcript for better cohesion and clarity:
I hold immense admiration for our Chairman, Dr. Govind Dholakia, whom I regard as a friend, philosopher, and guru. His journey, emerging from humble beginnings to a billionaire businessman, deeply resonates with me. Despite facing financial constraints and limited education, his determination propelled him from diamond polishing to entrepreneurial success. His life story, chronicled in the book “Diamonds Are Forever, So Are Morals,” epitomizes resilience and ethical leadership.
One of Dr. Govind Dholakia’s mantras, “I am nothing, but I can do anything,” encapsulates a profound philosophy. It emphasizes the importance of humility and lifelong learning. By acknowledging our limitations and embracing a student mindset, we unlock boundless opportunities for growth and development. This mantra serves as the cornerstone of our company’s ethos, fostering a culture of openness and continuous improvement.
I wholeheartedly recommend Dr. Govind Dholakia’s autobiography to anyone seeking inspiration and guidance in their personal or professional journey. It underscores the values of integrity, perseverance, and the transformative power of hard work.
Additionally, I endorse “Atomic Habits” by James Clear, a remarkable guide to habit formation and effective leadership. While I strive to implement its principles in my daily life, I recognize the ongoing journey of self-improvement.
Another influential figure in my life is Ankur Warikoo, whose book “Do Epic Shit” resonates deeply with today’s generation of aspiring leaders. His narrative of overcoming obstacles and achieving success serves as a beacon of inspiration for young professionals navigating their career paths.
These three distinct voices—Dr. Govind Dholakia, James Clear, and Ankur Warikoo—offer invaluable insights into leadership, resilience, and personal growth. Their collective wisdom shapes my approach to leadership and reinforces the importance of lifelong learning.
I extend an open invitation to anyone interested in exploring these transformative works. My personal library is always accessible, and I encourage individuals to delve into these books to unlock their full potential and embark on their own journeys of growth and discovery.
Conclusion
As HR professionals, the challenges we face in navigating the ever-evolving landscape of talent management, remote work, diversity, and sustainability are immense.
After gaining valuable insights from this podcast with Prosenjit Mukherjee, it’s essential to reflect on how we can apply these learnings to our own organizations. Take proactive steps to align HR practices with business objectives, prioritize diversity and inclusion, and integrate ESG principles into core business practices.
Stay tuned to our podcast channel for more insightful discussions that will empower you to elevate your HR strategies and drive impactful change within your organization.
The journey to HR excellence continues, and we’re here to support you every step of the way.