Question 1: If you could have a conversation with any historical figure, who would it be and why?
Answer: Well, we all know about Hitler and the genocide that occurred. However, one thing I find noteworthy about him is his unwavering commitment to his beliefs.
The conversation I would like to have with him would focus on alternative ways he could have expressed his disagreements without polarizing the world and leading to a world war. It would be fascinating to learn more about him as a person, beyond his role as a dictator, and understand what drove him to become such a figure.
So yes, I would love to have that chat with him if possible.
Question 2: Please walk us through what inspired you to focus on diversity, equity and inclusion in your HR career.
Answer: Very few people know that I spent a major part of my career as a hardcore salesperson, particularly in international jewelry sales.
In 2014, I lost my husband to cancer. At that time, the travel demands of my sales job made it difficult to care for my nine-year-old daughter, so I transitioned to a desk job in HR to be more present for her.
This journey into HR began when the function was seen as passive, largely fulfilling statutory requirements without real contribution. My first major initiative was dissolving the union and promoting fair play practices, regardless of orientation or background, if individuals were true contributors.
In the gems and jewelry industry, which has a long, traditional history, I saw the need for diversity and inclusion.
To address this, we partnered with an NGO to create opportunities for people from diverse backgrounds, including those from economically and socially disadvantaged strata, LGBTQ individuals, and those with past criminal records or physical challenges.
Their identities are protected, and they have proven their worth in the system. Our workforce includes people with a wide range of experiences, from street workers to those with physical disabilities, all of whom bring unique talents and a drive to succeed.
We aim to be the voice for the less fortunate, helping them showcase their abilities and make meaningful contributions,
Question 3: Please walk us through any piece of advice that you would have received early in your career that has had a lasting impact on your professional journey.
Answer: In 2000, I got married and moved from Jabalpur to Mumbai through an arranged marriage. Adjusting to the new city and my new life, I took a job at the first Crossword bookstore in Mahalakshmi.
My first boss, Mr. Sriram, who founded Crossword, assigned me the task of writing book reviews for various categories.
As a newlywed managing both home and work, I found it challenging to keep up. My colleague Jaza kindly wrote beautiful reviews for me, which I used.
When Mr. Sriram complimented one of these reviews, he asked for my thoughts on the characters. I confessed that Jaza had written it.
To my surprise, he took me for coffee and taught me a valuable lesson: it’s better to admit you don’t know something than to lie. This simple yet profound lesson has guided me throughout my 25-year corporate career.
I always seek help when needed and give credit where it’s due.
My biggest takeaway is to be honest and acknowledge others’ contributions.
Question 4: Please talk us through what’s the biggest misconception about HR’s role in crisis management.
Answer: The first myth is assuming that HR knows it all and can never encounter problems.
When the pandemic hit, it affected everyone, including HR professionals. Many people and their families accused HR of being unable to help, forgetting that HR was equally impacted. HR is not the sole problem-solving department; it requires collaboration with other teams to navigate crises.
For example, when we were allowed to operate with 33% of our workforce, a young maintenance worker developed a fever.
Despite our efforts, we couldn’t get him medical aid because of the overwhelmed hospitals. Tragically, he passed away on the doorstep of a hospital. The family, though devastated, did not blame us, showing maturity and appreciation for our past support.
This incident highlights that HR can’t always manage every crisis.
Another challenge was transitioning from a physical to a hybrid workspace. In the gems and jewelry industry, tasks like designing and shared functions had to be moved to a hybrid model.
We secured special permissions and delivered 300 consoles to employees’ homes, ensuring they could work remotely. This required support from HR, admin, and other departments to coordinate logistics and permissions.
These examples demonstrate that while not all crises can be managed, collaborative efforts can overcome significant challenges. It’s essential to acknowledge that HR can’t solve everything alone and that teamwork is crucial.
Question 5: What role does technology play in HRS crisis management strategy?
Answer: I would say it’s crucial for HR to deeply understand the business they support. Often, HR lacks this insight, and being a passive function makes it difficult to add real value.
Knowing the business ensures everything else falls into place. Technology constantly evolves—today we use Teams for meetings, whereas we previously used Skype or WhatsApp.
It’s essential to choose technology that fits your specific needs, not just because others are using it.
At Gold Star, we’re undergoing a digital transformation. Our industry constantly struggles with labor issues, so we’re incorporating robotics.
Currently, we have pick-and-place robots, but with advancements like drone deliveries, we might explore those options too. The key is to adapt and evolve based on industry needs and problem-solving goals.
Question 6: How do you define leadership resilience in the context of HR?
Answer: I would sum it up in three words: accept, acknowledge, and ace.
First, accept that there is a crisis. Acknowledge the factors involved, and then devise a strategy to overcome it.
This method is essential for navigating through any crisis. Many people, during good times, forget that a crisis can occur, overlooking potential problems.
For example, I started my career with a paging service. Within a year, mobile phones emerged, and the government-funded agency I worked for failed to foresee this competition, despite having insider knowledge.
This led to their downfall. Crisis management relies on historical data and future predictions. Always have a contingency plan ready, like Noah’s ark, to weather all storms.
Companies that become complacent and resist change often collapse.
Resilience is not the same as resistance.
Resilience includes agility—the ability to make swift transitions when necessary. In my previous company, we quickly adapted by converting pager towers into mobile device towers, showcasing resilience and saving the company.
Leaders should avoid panic and focus on resilience and agility. So, don’t resist change or panic; instead, embrace resilience and agility.
Question 7: How do you balance the need for immediate crisis management, which is the short term, with long term resilience building?
Answer: Recently, a nearby factory fire caused smoke to enter our premises, affecting our workforce with burning sensations in their eyes and coughing.
Despite our requests, the other party didn’t open windows, resulting in a 2-3 hour production halt. We prioritized employee well-being, allowing them to leave early with full pay and offering overtime the next day, which they declined, appreciating our empathy.
Empathy in crisis management proved invaluable.
Additionally, when the affected factory sought help to fulfill customer commitments, we agreed to assist at no extra charge, respecting their vulnerability.
This showcases leadership’s integrity in not exploiting crises for personal gain.
Establishing crisis management committees comprising finance, HR, production, and leadership is vital.
While larger organizations have these committees, SMEs and MMEs often lack them, causing chaos in crisis resolution. These three points—empathy, integrity, and proactive crisis management committees—are essential for navigating crises effectively.
By showing care and understanding for our employees, we fostered a sense of loyalty and cooperation.
Question 8: How can HR leaders proactively address potential biases in AI algorithms? Like Generative AI charge GPT to ensure fair and equitable decision making and talent management processes?
Answer: I recently came across an article discussing “white spacing,” a concerning aspect of technology.
Essentially, individuals may hide negative comments in white font within their CVs, invisible to the human eye but readable by AI systems.
This manipulation resulted in qualified candidates being overlooked, highlighting the dark side of artificial intelligence and machine learning.
While technology can be a boon if used correctly, it can also become a bane and a pain if misused. I advocate for a balanced approach, with 60% reliance on technology, especially in cases like Infosys or Wipro, where manually sifting through CVs is challenging.
However, 40% of the process should involve human intervention to ensure fairness and accuracy.
In performance appraisals, technology can aid in mapping past evaluations to current results. But it must be used judiciously, with careful consideration of its implications.
The recent revelation about white spacing underscores the importance of human oversight in technological applications.
So, overall, while technology offers incredible opportunities, we must approach its usage with caution and ensure human intervention to maintain fairness and integrity in our processes.
Question 9: Any strategies that you would have implemented to address potential biases in AI algorithms that you use for HR decision making?
Answer: We’ve developed our own ERP system tailored specifically for our jewelry business, as off-the-shelf solutions didn’t meet our needs.
While AI plays a role in managing our design database, we’ve been cautious about its use in HR processes due to the potential for manipulation and our manageable number of CVs (ranging from 50 to 80).
Thus, we continue to handle these tasks manually, finding it more practical given our circumstances.
Overall, we’re content with our current approach and feel confident in our operations.
Question 10: Would you recommend any piece of literature, book, documentary, anything under the sun that has influenced your leadership journey.
Answer: “Wolves of the Yellowstone” is a captivating documentary that teaches profound lessons drawn from the animal kingdom.
Just as I’ve gleaned insights from National Geographic since my pregnancy, observing the resilience and strategies of wildlife, I’ve marveled at the story of the wolves in Yellowstone.
Initially, the absence of wolves led to ecological imbalance, with grazing animals multiplying and overgrazing, resulting in soil erosion. This cascading effect highlighted the pivotal role of top-line predators in maintaining ecosystems. Upon their reintroduction, wolves restored balance by controlling deer populations, facilitating the growth of vegetation and restoring riverbanks.
This narrative holds a powerful analogy for organizations.
Like ecosystems, companies require ‘wolves’—disruptors and change agents—to ensure vitality and innovation.
Just as wolves preserve ecosystems, these individuals maintain the health of an organization, catalyzing positive change and ensuring balance.
Recognizing and embracing such ‘wolves’ is key to fostering resilience and adaptability in organizational ecosystems.
Closing Note
As you reflect on the insights gained from this podcast, it’s clear that the challenges facing HR professionals are multifaceted, ranging from crisis management to navigating the complexities of technology and diversity.
So, take a proactive approach to crisis management, fostering collaboration across departments and embracing adaptability in the face of uncertainty.
Ensure that technology is utilized judiciously, with a keen eye towards mitigating biases and upholding fairness.
Additionally, prioritize diversity, equity, and inclusion initiatives within your organization, recognizing the value that every individual brings to the table.
Stay tuned to our podcast channel for more invaluable insights to propel your HR career forward.
The journey towards professional growth and organizational success awaits.