Question 1: What is one HR related myth or misconception that you would like to dispel?
Answer: Interesting question. I believe one HR myth that needs dispelling is the notion that HR bears sole responsibility for employee happiness, satisfaction, and engagement.
While HR is pivotal in cultivating a positive work environment, managing engagement, and addressing workplace issues, the ultimate onus for employee happiness rests jointly with the organization as a whole and the individual employee.
HR departments play a key role in implementing policies for well-being, career growth, and work-life balance, offering training, conflict resolution, and support. However, it’s crucial to understand that HR alone cannot ensure employee happiness.
Creating a positive work culture requires a collective effort involving managers, leaders, and employees across all levels. The organization must commit to prioritizing employee well-being, providing growth opportunities, and fostering a supportive, inclusive environment.
Employees, in turn, play a vital role by taking ownership of their happiness, setting goals, and actively participating in their career development.
Question 2: Please walk us through a time when you had to step into a leadership role during a period of crisis or uncertainty and how that impacted your growth and leadership style.
Answer: I’d like to share a couple of impactful experiences, the first being from my early days at Tata.
As a young assistant or deputy manager, I was entrusted with the task of heading business excellence for a company facing severe challenges. The managing director, an exceptional leader, charged me with transforming the company into a world-class organization.
Embarking on a journey that involved appreciative inquiry, large-scale interactive processes, and the implementation of TQM and TPM concepts, I found great excitement and learning in this leadership role, deeply involved in the organization’s transformative endeavor.
The second example comes from the COVID era during my role as CHRO at Mahindra First Choice Wheels.
COVID prompted a realization that, despite technology, people are at the heart of business. Taking charge of the physical and psychological safety of employees, I led daily meetings to discuss and address specific employee needs during this challenging time.
Leveraging both the Mahindra system and personal networks, this experience fostered a deep sense of compassion and empathy, reinforcing the importance of caring for our people for sustainable engagement.
Question 3: What steps must organizations take to ensure that change management initiatives are aligned with the organization’s long-term sustainability and environmental responsibility?
Answer: Firstly, effective leadership requires clarity on the ultimate purpose and end game, emphasizing objectives that serve the organization’s greater good, not just the interests of a select few.
Secondly, achieving consensus among the leadership team is crucial in portraying a united front. This unity is essential to inspire and motivate the entire team, from mid-level to junior positions.
Thirdly, engaging in meaningful conversations, such as utilizing techniques like appreciative inquiry, fosters excitement and encourages feedback.
By involving team members in envisioning the ideal workplace and future goals, leaders can identify those genuinely engaged, fence sitters, and those resistant to change.
To manage these groups, leaders must create a collective vision, initiate improvement projects, and address low-hanging fruit to build confidence and conviction. Dialogue with those harboring doubts or fears is paramount.
In the transformation journey, leaders must be prepared for challenges. Maintaining energy levels and addressing unexpected resistances is vital. When faced with tough times, leaders must focus on creating excitement to keep the momentum going.
As the transformation takes root, providing resources and structures, such as training in facilitation skills and TQM techniques, becomes crucial. Witnessing cultural transformation, like workers leading meetings with advanced problem-solving tools, reflects the pinnacle of success.
The journey may not be easy, but leaders who persevere will see the team adopt these changes as part of their daily habits, drawing pride and happiness from the transformation’s positive impact.
Question 4: Please give us an example of how HR leaders can effectively measure the success of a cultural transformation initiative.
Answer: Measuring the impact of cultural transformation involves various metrics.
One key indicator is the number of individuals embracing the cultural shift—a crucial element seen in movements like TQM and TPM. The focus is on engaging everyone through comprehensive training, illustrating the benefits of the new approach for a safer, more productive, and happier workplace.
Evaluation extends to the quantity of generated and implemented ideas, the enhanced safety and quality of the workplace, and the optimal performance of equipment.
By directly correlating cultural transformation to revenue, customer satisfaction, and overall organizational profitability, the impact becomes tangible.
The effectiveness of the transformation reflects in accelerated alignment across the workforce, influencing diverse aspects such as financial outcomes, customer relations, process efficiency, and employee morale and engagement.
When executed correctly, cultural transformation swiftly aligns people, thereby positively impacting various business results.
Question 5: How do you think technology can contribute to or hinder the process of organizational cultural transformation?
Answer: Utilizing technology as a catalyst can indeed drive cultural transformation, but without a thorough initial analysis and clear objectives, it may backfire.
In the current landscape, with remote work, diversity, inclusion, and equity gaining prominence, technology plays a pivotal role in managing this shift.
It facilitates seamless engagement, training, performance tracking, and feedback processes.
However, a poorly planned integration can pose challenges.
Consider the example of AI in hiring: without guiding it on unbiased interview practices, AI may unintentionally introduce biases or select inappropriate candidates.
Technology, if not judiciously employed, can hinder rather than help. Careful consideration, thoughtful planning, and a clear understanding of the intended purpose are essential.
So, before inputting data and setting criteria, one must be cognizant of potential pitfalls. Technology is a powerful tool, but its effectiveness depends on strategic implementation and continuous oversight.
Question 6: Please walk us through your opinion on how organizations must involve employees in providing feedback and suggestions for improving AI in HR.
Answer: Let me shed light on a contemporary trend – the increasing popularity of integrating biotechnology into HR discussions.
This trend often mirrors a race, as I’ve observed in numerous events where technology vendors pitch their services and products.
In these instances, organizations tend to adopt a “me too” attitude without thoroughly analyzing the purpose behind the technology.
As a leader, my advice is to be crystal clear in your intent before embracing any technology. Engage in discussions not only within your leadership team but also with the employees who will be directly impacted.
Seek feedback on the type of technology they envision, considering how it can enhance their work, learning, and development experiences.
My observation at these events reveals a skewed focus on organizational benefits rather than employee well-being.
It’s crucial to periodically gather feedback after technology deployment, ensuring it aligns with the users’ needs. Incorporate traditional feedback methods like surveys to correct and enhance the user experience.
I’ve encountered complaints where initially promising technologies failed to meet employee expectations.
So, establishing a pilot group before full deployment, soliciting input, and ensuring ongoing employee engagement are crucial steps. It guarantees that technology serves its intended purpose, fostering an environment conducive to ease and effectiveness in work processes.
Question 7: How must organizations implement automation in terms of addressing potential challenges or resistance from managers, especially during the time of implementation. What strategy should organizations look at?
Answer: If you opt for a piecemeal implementation, integrating systems will become a significant challenge, leading to potential headaches in managing multiple systems simultaneously. This complexity can hinder your ability to provide the desired employee experience.
It’s crucial to emphasize the importance of integration and ensure clarity before making decisions.
When it comes to automation, it’s essential to balance its implementation with consideration for employees’ concerns about job security. While automation can enhance efficiency and customer experience, there’s a potential impact on employee morale due to the fear of job loss.
As an organization, responsibility lies in reskilling and upskilling employees, preparing them for evolving roles and addressing the dynamic job market.
Prioritize the holistic development of your workforce, budget for reskilling initiatives, and communicate transparently about potential role changes.
The goal is to embrace automation for increased efficiency without causing undue hardship to employees. Striking this balance is crucial for the long-term well-being of both the workforce and the organization, fostering a harmonious and sustainable environment.
Question 8: Please walk us through any piece of literature that has shaped your leadership journey.
Answer: I’m blessed to have worked under an exceptional leader who consistently motivated, inspired, and guided me along a meaningful path. I am sincerely grateful for the influence of these leaders and the grace of the almighty God.
In response to your question, I am an avid admirer of Yuval Harari, a remarkable writer and philosopher of our era. Having absorbed all three of his books, including “Sapiens” and “21 Lessons for the 21st Century,” the concluding chapter of the latter resonated deeply with me. Harari advocates for meditation, emphasizing the importance of turning inward, focusing on our breath, and cultivating mindfulness.
This perspective has significantly shaped my recent leadership approach. Often, leaders seek external validation, leading to pressure and constant vigilance.
Harari’s teachings have encouraged me to look inward, recognizing myself as an integral part of the vast ecosystem called Cosmos.
This shift has instilled fearlessness, inner peace, and heightened compassion, allowing me to work holistically with a broad perspective. I am currently aligning myself with this profound way of thinking, as it has left an indelible impact on me.
Closing Note
As we wrap up this episode with Sanjay Jha, a seasoned leader in operations, business development, and HR, the podcast has been a journey through the essence of transformative leadership. From debunking HR myths to embracing technology and fostering inclusivity, Sanjay’s insights illuminate the path forward.
This podcast serves as a guide for organizations seeking cultural transformation and aligning with sustainability. As we delve into the intersection of AI and HR, Sanjay’s call for clarity and ongoing employee engagement echoes.
As we chart the dynamic landscape of HR and leadership, may these lessons inspire and guide our listeners. Thank you for joining us on this enriching journey.
Stay tuned for more empowering discussions in our upcoming episodes.