Building a People-Centric Culture

HRAI H R

A S S O C I A T I O N

O F

I N D I A

THE SCIENCE OF MANAGING PEOPLE

BY PRASENJIT BHATTACHARYA

Magazine EDITION

04 SEPTEMBER 2023

WELCOME TO THE 4TH EDITION OF

HRAIMagazine THEME: BUILDING A PEOPLE-CENTRIC CULTURE

PREVIOUS EDITIONS:

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EDITOR'S HRAI TEAM'S NOTE HRAI firmly believes in the power of teamwork and the value it brings. When diverse talents and perspectives come together, something extraordinary happens.

The collective synergy we create goes beyond what any individual can achieve alone and together we see the potential to make a lasting impact on the world.

Welcome to the latest issue of our magazine, where we delve into the vital theme of "Building a People-Centric Culture." In a world constantly evolving, driven by technology and innovation, it is imperative that we keep the human element at the core of our organizations.

The heart of any thriving enterprise is its people. Their dedication, creativity, and collaborative spirit are the driving forces behind success. In this issue, we explore the various facets of fostering a culture that puts people first, enabling them to reach their full potential and contribute their best to the organization.

We delve into topics such as leadership that empowers, inclusive practices that embrace diversity, strategies for employee engagement, and the role of communication in strengthening relationships within teams. Through insightful articles, interviews, and case studies, we aim to provide you with valuable insights and actionable strategies to make your workplace truly people-centric.

Thank you for joining us on this exploration of building a people-centric culture.

Together, we can shape organizations that are not just successful but also deeply enriching for everyone involved.

HELLO I S S U E

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TABLE O

FEATURED ARTICLES 47

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58

16

84

AMIT DAS

MANU SAIGAL

HEMANT BATRA

SARABJEET SACHAR

VENKAT J SWAROOP

DIRECTOR HR & CHRO, BCCL (TIMES OF INDIA)

DIRECTOR- GENERAL STAFFING, ADECCO

DIRECTOR - HUMAN RESOURCES, CENTRIC CONSULTING

FOUNDER & CEO, ASPIRATION

ASSOCIATE DIRECTOR, TEKWISSEN

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72

92

40

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GANESH IYER

NITIN DHINGRA

HARSHAL GOYAL

SETU SHAH

SUMIT AGARWAL

SENIOR DIRECTOR HR, ADP

CHIEF DIGITAL OFFICER & VP, SOMANY IMPRESA GROUP (HINDWARE)

VP- TALENT SOLUTIONS, NLB SERVICES

GLOBAL HCM PRODUCT STRATEGY DIRECTOR, ORACLE

LINKEDIN TOP VOICES DE&I AMBASSADOR, HRAI

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36

96

GAGAN ARORA

SRINATH GURURAJARAO

FOUNDER & PRESIDENT, SVP-HR, SIMPLE ENERGY VERTEX GROUP

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VANDANA TOLANI

AVIJIT MOHAPATRA

MANAN JAIN

CEO & FOUNDER, CONVANTO

DIRECTOR-HR, ACCOLITE DIGITAL, UK

LEAD-HR PEOPLE PARTNER & EXPERIENCE, INDIA, YASH TECHNOLOGIES

F CONTENTS COVER STORY

INTERVIEWS

PRASENJIT BHATTACHARYA

22

FOUNDER DIRECTOR OF GREAT PLACE TO WORK® | CO-FOUNDER & CEO, GREAT MANAGERS INSTITUTE

32

NINA NAIR, SENIOR VICE PRESIDENT AND HRD HEAD, INDIA & AMERICAS, [24]7.AI

44

AMIT DAS, DIRECTOR HR & CHRO, BCCL(TIMES OF INDIA)

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PUSHKAR KUMAR, CHRO, CAIRN OIL & GAS

68

MUKTA ARORA, MANAGING DIRECTOR, ELANCO INNOVATION AND ALLIANCE CENTRE, INDIA (IAC)

80

VENKAT SWAROOP, ASSOCIATE DIRECTOR, TEKWISSEN

88

KAMAL BALI, PRESIDENT & MD, VOLVO GROUP INDIA.

87 PARTICIPATE AND WIN

UPCOMING AWARDS

62

SPECIAL INTERVIEW- SRIKANTH ACAHARYA, CEO AND FOUNDER, OFFINEEDS.COM

49

COLLABORATE WITH HRAI

57

20

23 OF 2023 LIST:

CPO: HUMAN CAPITAL CATALYSTS

he HR Association of India (HRAI), founded in 2020 is an esteemed non-profit organization that has been playing a pivotal role in shaping the HR landscape in India.

Their primary focus is on exploring, discussing, and promoting the latest business scenarios, market trends, change management, and leadership in the HR industry.

HRAI is dedicated to creating a community of professionals, learners, and mentors who share their insights and learn from each other to elevate the standard of HR practices in the country.

ABOUT HRAI

HRAI's success is attributed to its commitment to excellence and tireless efforts

in

facilitating

interactions

between HR professionals and subject matter experts. Through its initiatives such as panel discussions, masterclasses, one-on-one talk shows, and Q&A sessions with

thought leaders, HRAI provides a platform for professionals to gain in-depth knowledge and practical solutions that can be applied in real-time.

In addition to their educational initiatives, HRAI also recognizes organizations' best practices and individual contributions through awards and conferences. These events celebrate the achievements of exceptional professionals and organizations that have made significant contributions to the HR industry in India. Over the years, HRAI has featured more than 1,000 experts and leading minds in the fields of HR, IT, Marketing, Finance, and more, making it a hub for learning and networking.

04 HRAI MAGAZINE | SEPT 2023

For HR professionals in India, HRAI offers unparalleled opportunities to connect with like-minded peers, learn from experts, and gain recognition for their hard work and achievements. By joining HRAI, HR professionals can stay updated on the latest trends, best practices, and strategies that can help them take their careers to the next level.

HIGHLIGHTS:

HRAI, founded by Dr. Ankita Singh, drives industry initiatives and organizes prestigious awards for organizations, emerging leaders, and trailblazing women leaders. Notable participants include Blue Star Limited, Reliance Retail, Landmark Group, Oracle, Birlasoft, Vedanta and more.

Our commitment to excellence is reinforced through partnerships with the Great Managers Institute and top 100 great managers, who have taken masterclasses and featured in Forbes Magazine.

Our article initiative showcases thought-provoking articles by eminent leaders from organizations like BCCL, Bajaj Energy, TimesPro, Jio, Welspun Group, Great place to work and Accolite Digital.

The 23 Of 2023 Initiative recognizes exceptional leaders and entrepreneurs based on a predetermined theme. Featured leaders include those from Adani, Reliance, IBM, Infosys, KPMG, as well as notable celebrities.

POINT

OF VIEW

HRAI MAGAZINE | SEPT 2023 05

ABOUT HRAI

Elite leaders like Dr. TV Rao, Harjeet Khanduja, and Prasenjit Bhattacharya have graced our one-on-one talk shows, enhancing our members' knowledge base.

CULTURE OF AN ENTERPRISE IS DEFINED BY THE SUM OF THE BEHAVIORS OF ALL ITS PEOPLE.

MANU SAIGAL Director- General Staffing, Adecco

FEATURED ARTICLE

TOPIC

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UILDING A PEOPLE-CENTRIC CULTURE: A BLUEPRINT FOR SUCCESS

ABOUT THE AUTHOR

Manu, Director - General Staffing, Adecco, boasts an illustrious career spanning two decades. She excels in business transformation, P&L management, innovative project implementation, human capital oversight, and intricate resource strategies. Her strategic prowess shines through as she effectively handles client escalations and engages with senior stakeholders across diverse sectors. Manu's expertise includes cultivating enduring client partnerships, fostering high-performance teams, pioneering novel business approaches, and demonstrating authentic, inclusive leadership. Her entrepreneurial acumen translates vision into impactful outcomes. Moreover, her professional acumen is reinforced by ITIL Foundation V3 and CoBit Foundation certifications, underscoring her commitment to industry best practices. Manu holds a Bachelor's degree in Electronics and Communications from Mysore University and a PGPMax (Post Graduate Program in Management for Executives) from the Indian School of Business in Hyderabad.

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FEATURED ARTICLE

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n the dynamic modern corporate landscape, the importance of a people-centric culture cannot be overstated. Organizations that prioritize their employees and cultivate a positive work environment are not only more likely to attract and retain top talent but also to achieve sustainable success.

The theme of creating a peoplecentric culture resonates deeply with Adecco, as it embodies the essence of a progressive workplace that fosters collaboration, innovation, and growth. Let us now delve into the key components of building such a culture and explore how it contributes to an organization's long-term growth and success.

Open Communication is the foundation of trust A people-centric culture begins with open and transparent communication. When employees feel heard and understood, they are more likely to engage actively, contribute ideas, and collaborate effectively. Implementing regular feedback mechanisms, town hall meetings, and anonymous suggestion boxes can help facilitate two-way communication, enabling employees to voice their opinions and concerns without fear. This foundation of trust forms the bedrock upon which a culture of empathy and understanding can thrive.

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Promoting Work-Life Balance In the fast-paced world of today, achieving a healthy work-life balance is paramount. A peoplecentric culture acknowledges the importance of employees' well-being and strives to create an environment where they can excel professionally without sacrificing their personal lives. Offering flexible work arrangements, hybrid/remote work options, and wellness programs can empower employees to manage their responsibilities effectively and maintain their physical and mental health. When employees feel supported in achieving balance, they are more likely to be productive and engaged, ultimately benefiting both the individual and the organization.

A PEOPLE-CENTRIC CULTURE REQUIRES LEADERS WHO LEAD BY EXAMPLE, EMBODY THE VALUES OF THE ORGANIZATION, AND PRIORITIZE EMPLOYEE WELLBEING

Opportunities for Growth and Development Investing in employee growth and development is a cornerstone of a people-centric culture. By offering continuous learning opportunities, training programs, and mentorship initiatives, organizations demonstrate their commitment to enhancing employees' skills and advancing their careers.

When employees see a clear path for progression and feel that their development is valued, they are more likely to be motivated and engaged.

This approach not only enriches the workforce but also equips the organization with a pool of skilled individuals ready to take on future challenges.

Recognition and Rewards for fostering motivation Recognizing and appreciating employees' efforts and accomplishments can have a profound impact on morale and motivation. A peoplecentric culture goes beyond monetary rewards, acknowledging achievements through public recognition, peer commendations, and personalized gestures

This practice not only boosts individual confidence but also cultivates a sense of belonging and pride within the organization.

Feeling valued and appreciated drives employees to consistently deliver their best work and contributes to a positive and collaborative atmosphere.

Cultivating ownership Empowering employees to take ownership of their work and decisions is a hallmark of a peoplecentric culture. When individuals are trusted to make choices and contribute their unique insights, they feel a greater sense of responsibility and commitment.

Encouraging autonomy not only enhances job satisfaction but also encourages creative problemsolving and fosters a culture of accountability.

Leadership as role models Leaders play a pivotal role in shaping the culture of an organization. A people-centric culture requires leaders who lead by example, embody the values of the organization, and prioritize employee well-being. When leaders show genuine care for their

teams, listen attentively, and provide guidance and support, they create a ripple effect that permeates the entire organization. Strong leadership fosters a sense of trust, loyalty, and dedication among employees, leading to increased engagement and a harmonious work environment.

In the journey toward building a people-centric culture, organizations not only nurture their employees' potential but also lay the groundwork for sustainable growth and success.

By fostering open communication, promoting work-life balance, providing growth opportunities, recognizing achievements, and championing diversity and inclusion, organizations create an environment where employees thrive, contribute their best, and find meaning in their work.

At Adecco, emphasis on this theme underscores the importance of prioritizing people in the pursuit of excellence, and by embracing these principles, organizations can chart a course toward a brighter and more prosperous future. As businesses continue to evolve, a peoplecentric culture remains a timeless blueprint for success, where employees are not just the heart of the organization, but its driving force.

FEATURED ARTICLE

Celebrating differences Embracing diversity and fostering inclusion are integral to building a people-centric culture. An organization that values and respects differences in gender, ethnicity, background, and perspectives creates a rich and vibrant tapestry of ideas and innovation. By implementing inclusive hiring practices, providing equal opportunities, and promoting diversity in leadership roles, organizations can harness the power of varied experiences to drive creativity and drive business success.

HRAI MAGAZINE | SEPT 2023 11

FEATURED ARTICLE

TOPIC

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OSTERING A PEOPLE FOCUSED CULTURE; TACTICS, FOR ESTABLISHING A FLOURISHING WORKPLACE

ABOUT THE AUTHOR

Ganesh Iyer, an impactful HR leader, boasts 16+ years of experience in IT, Services, and Telecom. Under his guidance, ADP gained recognition for industry best practices. In APAC, he achieved significant accomplishments, building a strong Employer Value Proposition. Currently, Ganesh spearheads HR Technology and Shared Services, driving transformation and strategy.

Previously, he led Global Shoring HR at ADP, overseeing offshore locations and HR Business Partnering. Ganesh's achievements include features in esteemed lists like Economic Times 40 under 40 and CII Rising stars of HR. Based in Prague, he enjoys podcasts and running.

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CULTURE OF AN ENTERPRISE IS DEFINED BY THE SUM OF THE BEHAVIORS OF ALL ITS PEOPLE.

GANESH IYER Senior Director HR, ADP

I

n the ever-changing world of business today where achievement depends not on innovation but also on the dedication and enthusiasm of a motivated workforce the concept of a people focused culture has become increasingly important.

A people focused culture prioritizes employees acknowledging their worth and placing their well-being and development at the forefront.

In this article we will explore strategies that can assist you in creating and maintaining a people focused culture within your organization.

3. Flexible Work Options:

6. Wellness Programs:

To cater to the needs of your workforce consider offering work arrangements such, as remote work opportunities, flexible hours or compressed workweeks. This flexibility allows employees to achieve a work life balance resulting in improved well being and stronger loyalty towards the organization.

Prioritize the well-being of your workforce by implementing wellness initiatives within the organization. Provide resources such, as counseling services, fitness programs or mental health support that contribute to maintaining a workforce – one that's happier and more productive.

4. Continuous Learning and Growth:

their best.

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1. Open Communication and Transparency: Central to a people focused culture is transparent communication. It is crucial to keep your employees informed about organizations objectives, strategies and decisions.

Regularly sharing updates through town hall meetings, newsletters or business groups, collaborative platforms helps employees gain an understanding of the picture fostering a stronger sense of purpose and connection.

2. Empowerment and Independence: Empowering your employees by granting them autonomy to make decisions and contribute their ideas is essential. Encouraging a culture where employees are participants in shaping the company's direction rather, than mere followers can be highly beneficial.

Invest in your employees growth through learning and development initiatives. Provide training programs, workshops and mentorship opportunities that enable them to acquire skills and stay relevant in todays changing business environment. Demonstrating a commitment to employee development showcases your recognition of their professional advancement.

5. Recognition and Appreciation:

This sense of empowerment encourages individuals to feel a sense of ownership and responsibility which in turn leads to job satisfaction and increased innovation.

Employers should aim at providing voice and platforms for exchanging honest two way communication , ideas and reflections on decisions.

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Make it a point to acknowledge and celebrate your employees accomplishments regularly.

Recognize their contributions, whether small through appreciation events awards ceremonies or incentive programs. Feeling valued and appreciated elevates levels.

Motivates employees to perform at

7. Foster a collaborative and inclusive environment: Foster an environment that values and respects perspectives.

Encourage teamwork. Provide opportunities, for functional projects. An inclusive atmosphere boosts creativity, problem solving and overall organizational success.

8. Leadership sets the tone for the organizations culture.

As leaders it is essential to embody the values of a people culture by showing empathy actively listening and genuinely caring about employee well being. When leaders prioritize their people it influences the organization.

genuinely caring about employee well being. When leaders prioritize their people it influences the organization.

9. Establish channels for employees to offer feedback Give employees an opportunity to contribute to the growth of the organization. Regularly seek input through surveys focus groups and one on one discussions. Take action based on received feedback to demonstrate that employee opinions are valued and can drive change.

Keep in mind that cultivating a people centric culture is not merely an objective but an ongoing voyage, towards achieving greatness.

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10. Move beyond striving for work life balance: Promote work life integration.

Encourage employees to integrate work, into their lives in a way that suits their needs. This approach helps reduce stress and burnout while fostering an productive workforce.

Establishing a culture that prioritizes people necessitates an comprehensive method. It involves

crafting an atmosphere where employees perceive themselves as valued empowered and assisted in both their professional pursuits. By incorporating tactics, like communication, empowerment, acknowledgment and initiatives promoting wellbeing you can convert your organization into a flourishing workplace that attracts, retains and fosters exceptional talent.

Keep in mind that cultivating a people centric culture is not

merely an objective but an ongoing voyage, towards achieving greatness.

Culture of an enterprise is defined by the sum of the behaviors of all its people.

Here’s a quote – “Treat employees like they make a difference, and they will”

HRAI MAGAZINE | SEPT 2023 15

RECOGNIZING EXCEPTIONAL PERFORMANCE REINFORCES POSITIVE BEHAVIOR AND ENCOURAGES OTHERS TO STRIVE FOR EXCELLENCE.

SARABJEET SACHAR Founder & CEO, Aspiration.

Top Career Development Coaching Voice On LinkedIn

FEATURED ARTICLE

TOPIC

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OW IS YOUR EXECUTIVE PRESENCE?

ABOUT THE AUTHOR

Sarabjeet Sachar, Founder & CEO of Aspiration, is a seasoned Career Coach with nearly 40 years of diverse experience. He has led the company's evolution into a unique agency serving employers through talent recruitment and mid to senior professionals with career development coaching. With a background in recruitment, sales, and coaching, Sarabjeet spent 17 years in top management roles with renowned organizations like Times of India, Zee TV, and more. He's conducted 10,000+ interviews, served 500+ clients including Pidilite and Mahindra & Mahindra, and coached countless professionals. Sarabjeet is a respected speaker, panelist, and writer, with a passion for quality and innovation in career development. He holds a BSc in Physics from Mumbai University, a Diploma in Marketing Management from NMIMS, and has completed an Executive General Management Programme from IIM Bangalore.

HRAI MAGAZINE | SEPT 2023 17

FEATURED ARTICLE

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ony (name changed to maintain confidentiality), a senior professional in a leadership position who I coached had been struggling to move on to the next level of the C-suite.

While he had been performing well, he was being passed over for promotions in his current company and also he did not make the cut in the final round of interviews when he tried for C level jobs openings with prospective employer companies.

Many senior professionals face a similar challenge and are unable to pinpoint where things are going wrong. While there can be multiple factors hampering their career growth, one area that plays a major influential role is an individual’s executive presence. A strong executive presence makes a huge difference to one’s career progress.

What is executive presence?

Is it to do with how you dress up, your body language, your communication skills or having a firm handshake? These things do matter for executive presence however that does not tell the full story. If you are soft spoken then does it mean that you have a poor executive presence? Not at all. And is executive presence something that one is born with or can it be developed? The good news is that it can certainly be developed. You have to work on it consistently like developing a muscle by

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increasing your self awareness. It is the aura that you as a leader have around you because of your traits like confidence, decisiveness, powerful clear speech and insightfulness which reflect a great executive presence.

Why is executive presence important?

It has been observed that leaders with great executive presence are able to influence the outcomes of major projects, inspire teams greatly and contribute to a company’s growth at an accelerated pace, built confidence in people around them which in turn gets their career progress onto a fast track.

IT HAS BEEN OBSERVED THAT LEADERS WITH GREAT EXECUTIVE PRESENCE ARE ABLE TO INFLUENCE THE OUTCOMES OF MAJOR PROJECTS, INSPIRE TEAMS GREATLY...

How do you improve your executive presence?

Each individual has his/her specific strengths. And while working on improving one’s executive presence one has to keep in mind that the same size does not fit all. There are certain basic fundamentals that are essential for demonstrating a strong executive presence and one can choose what is best suitable. Tony (of our story) is soft spoken by nature. Once he became self aware, the following are some important areas that he worked upon to improve his executive presence: a] Capitalised on his intrinsic calm nature. He started preparing thoroughly for presentations and meetings in advance. So on reaching the meetings he had poise which made others comfortable. b] Started improving his listening ability. He would first absorb what others were saying in a meeting and then would put across his point of view taking into consideration what was shared by others. c] Started accepting challenging assignments.

He looked for opportunities with difficult and challenging projects or tasks and went the extra mile and delivered results. He started managing uncertainty and ambiguity in the situations and worked hard to deliver outcomes.

These are important leadership qualities. And even when he achieved only part of the expected result in the first attempt, he cherished that moment by being proud and applauded himself. In that way his self esteem would get a boost. d] Started taking a stand when there was a counter viewpoint by the majority of team members. He worked on increased his self belief.

Without ruffling feathers he could successfully steer the meeting and

e] He got better control over his emotions and started responding objectively even when the meeting room was filled with all kinds of emotions while discussing issues.

f] He improved his body language and visualized himself walking like a king. A straight back, shoulders pulled back reflected confidence.

His handshake improved and so did his eye contact. He stopped his habit of keeping his arms folded most of the times as that reflects being defensive or closed.

The most important part is to find your voice as an executive: which means identify your strengths and leverage them to the maximum.

THE MOST IMPORTANT PART IS TO FIND YOUR VOICE AS AN EXECUTIVE: WHICH MEANS IDENTIFY YOUR STRENGTHS AND LEVERAGE THEM TO THE MAXIMUM. Some people are naturally outgoing by personality and can fill the room with their presence.

Others, like Tony, rely on their listening ability,

sense of timing and ability to maintain their composure when others get emotional. As the diversity in the corporate world increases, executive presence will look different from one executive to another. However the constant is building the confidence of others that you can step up as a leader when times are most challenging.

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the communication flow with ease towards the end goal of the meeting.

Companies can encourage employees and invest in providing training to the leadership and potential leaders to upgrade their executive presence. This would foster a work environment which is positive where employees would be able to take charge of their own executive presence resulting in a work culture that is motivating.

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CPO: HUMAN CAPITAL CATALYSTS

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HE CPO: HUMAN CAPITAL CATALYSTS list recognizes the trailblazing HR Leaders who've redefined people strategy and fueled epic organizational triumphs.

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CONGRATULATIONS TO ALL THE LEADERS!

THE 23 OF 2023 INITIATIVE CPO: HUMAN CAPITAL CATALYSTS: VIVEK JAIN- SENIOR EVP & HEAD HR – KOTAK MAHINDRA BANK TOSHI KAUSHIK- DIRECTOR – DELOITTE TANVI CHOKSI- CHRO - JLL ASIA PACIFIC SURESH PUGALENTHI- HEAD - HR, INDIA OPERATIONS - WIPRO INFRASTRUCTURE ENGINEERING SURESH KUMAR SIVARAJ, CHRO - MUTHOOT FINCORP LIMITED. SHWETA MOHANTY- HEAD OF HUMAN RESOURCE – SAP SARMA CHILLARA- MEMBER OF THE BOARD, HUMAN RESOURCES & PEOPLE SERVICES - SKODA AUTO VOLKSWAGEN INDIA PRIVATE LIMITED RUPESH TRIPATHI - HEAD OF PEOPLE - KPMG GLOBAL SERVICES RUHIE PANDE (SHE/HER)- CHIEF HUMAN RESOURCES OFFICER - GODREJ CAPITAL RAKESH MEHTA - EXECUTIVE VICE PRESIDENT & HEAD – HR - JSW ENERGY LTD RAJITA SINGH - CPO - KYNDRYL NIKHIL BHENDE- HEAD HR - ICICI PRUDENTIAL AMC LTD MANOJ KUMAR CHAUDHARY - HEAD HR - EDELWEISS ASSET MANAGEMENT MANISH SINHA- CHRO - MAHINDRA FINANCE AND FINANCIAL SERVICES SECTOR MADHUP AGRAWAL- NATIONAL HEAD HR – INDIAMART INTERMESH LIMITED KRISHNA RAGHAVAN- CPO – FLIPKART IRANI SRIVASTAVA ROY- CHRO – SIGNIFY GIRISH MENON - HEAD- HR - SWIGGY DR. C. JAYAKUMAR- EXECUTIVE VICE PRESIDENT & HEAD HR - LARSEN & TOUBRO ASHUTOSH ANSHU- BOARD DIRECTOR AND CHRO – HITACHI INDIA ANIMESH KUMAR- PRESIDENT – HR & TRANSFORMATION, ZEE DR. ANDLEEB JAIN- GROUP PRESIDENT – JK CEMENT AMIT SINGH - CPO - PNB HOUSING FINANCE LTD

HRAI MAGAZINE | SEPT 2023 21

COVER STORY

TOPIC

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HE SCIENCE OF MANAGING PEOPLE

ABOUT THE AUTHOR

Prasenjit Bhattacharya is the co-founder and CEO of Great Manager Institute®, Founder Director of Great Place to Work® Institute, India, and Director at Great Place to Work® Institute, Sri Lanka.

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RECOGNIZING EXCEPTIONAL PERFORMANCE REINFORCES POSITIVE BEHAVIOR AND ENCOURAGES OTHERS TO STRIVE FOR EXCELLENCE.

PRASENJIT BHATTACHARYA, Founder Director of Great Place to Work® | CoFounder & CEO, GREAT MANAGERS Institute

The Duality of Evolution

C

omparing humans to chimpanzees, our closest living relatives, reveals a mere 1.4% genetic difference. Despite this minimal genetic gap, humans have managed to evolve into the dominant species on the planet.

COVER STORY

The reason is not problem-solving alone. If you have a wooden puzzle and give it to a human child and a chimp, given enough incentive, say a chocolate and a banana, both will eventually solve the puzzle.

However, in thousands of years of evolution, nobody has ever seen a group of chimps carrying a log too heavy for one individual to carry!

The main difference is that we can work together as a cohesive group, a trait that we do not see in our primate counterparts. This is called shared intentionality.

What is surprising is that Darwin’s theory of evolution works at an individual level, however, all advancement made by humans is clearly the result of our collective efforts.

How does the interest of the tribe override those of the individual?

An interesting example emerges when you look at warrior tribes, such as the Gurkhas. These tribes showcase a puzzling pattern: members who were to get involved in risky behaviors (warfare) were admired, hailed, and held in high

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regard. This goes against the expected outcome of natural selection, where the more cautious people would typically survive to pass on their genes. The answer, many behavioral scientists say, lies in the value of reputation.

Survivors of battles got respect and admiration, gaining a competitive

IT HAS BEEN OBSERVED THAT LEADERS WITH GREAT EXECUTIVE PRESENCE ARE ABLE TO INFLUENCE THE OUTCOMES OF MAJOR PROJECTS, INSPIRE TEAMS GREATLY... advantage in finding mates and positions of power within the tribes, a benefit that could override even the biological instinct for survival.

The dynamics in the warrior tribe give a fresh perspective on managing teams.

The Power of Reputation At the heart of human behavior lies the pursuit of reputation. The idea of reputation may seem intuitive and basic, but it tends to influence our actions and decisions. People are driven by the desire to be perceived in a good light, of how they would want to present themselves, by their peers and society at large. This strong motivator backs actions that may seem illogical or unnecessary when looked at objectively. Just as the warriors of old wanted to be seen as

heroes by going to battles, the modern person seeks to build their reputations within their circles.

How to leverage the power of reputation- the answer lies in rituals Leaders have identified the importance of rituals as a tool that shape behavior, by building reputations. By introducing and altering existing rituals, they can ignite real change. Given below are some examples: 1.Ek Din ka Nayak – A branch manager wanted to promote collaboration. Every Friday he will invite one of his direct reports to sit in his chair and conduct all review meetings, just as a branch manager would do. In the evening, this acting branch manager (Ek Din ka Nayak) will share his/her observations on how the branch can be more effective. will invite one of his direct reports to sit in his chair and conduct all review meetings, just as a branch manager would do. In the evening, this acting branch manager (Ek Din ka Nayak) will share his/her observations on how the branch can be more effective.

2.Rotating Chair - A manufacturing manager revamped his approach to team meetings. By rotating the role of the chairperson of the meeting among his colleagues he fostered more inclusive discussions, leading to a remarkable increase in productivity and teamwork.

3.Family Ambassador – One organization, worried about attrition started the “Family Ambassador" program, where managers met families of their new employees to connect on a personal level. This ritual showcased loyalty and care, leading to reduced attrition rates.

Rituals offer a manager or a leader opportunities to show caring, fairness, loyalty, authority, and sanctity — five triggers in the unconscious brain that resonate across cultures. These rituals create a sense of belonging, boost morale, and inspire employees. The power of rituals extends beyond the superficial;

A culture of trust and positivity is built when leaders transform mundane tasks into opportunities to connect, develop and inspire their teams.

The Shift in Leadership Paradigm There have been quite a few studies that highlight something interesting – it turns out that when a manager genuinely shows interest in their team members, it tends to lead to better business outcomes. And here's the thing: this doesn't mean that being a great leader somehow compromises results. Caring management actually enhances them. It's all about consistent actions. Sure, anyone can say they want to be a good manager, but what sets apart the truly successful ones is their consistency. It's not just about a nice gesture that earns some appreciation; it's the repeated actions that build a manager's reputation.

This reputation-driven motivation tends to shape how managers behave. They naturally strive to maintain their reputation and earn respect from their peers.

The Naturalist's Parable: Unleashing Hidden Potential A compelling parable truly explains the essence of the role of leadership and its potential to transform. An eagle, raised among chickens, discovers its true potential when a naturalist insists it belongs to the sky. The eagle is a metaphor. Think of a manager who inspired you to give your best. Chances are your manager believed in your potential and encouraged you to take up challenges that you had not taken up before, giving you responsibilities that could not be justified based on your experience.

If you have experienced such a manager, you know that the story of the naturalist and the eagle is your story!

COVER STORY

A CULTURE OF TRUST AND POSITIVITY IS BUILT WHEN LEADERS TRANSFORM MUNDANE TASKS INTO OPPORTUNITIES TO CONNECT, DEVELOP AND INSPIRE THEIR TEAMS.

it taps into the neurological processes that underlie and are intrinsic to human behavior.

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The Diversity, Equity & Inclusion Giveaway

A

WARDS 2023

CONCEPTUALIZED BY:

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THEME PARTNER:

Awards by the HR Association of India celebrate companies that have showcased extraordinary dedication and accomplishments in nurturing diversity, equity, and inclusion in their workplaces.

These awards applaud organizations that have successfully adopted inclusive policies, practices, and initiatives, fostering a supportive and fair environment for their entire workforce.

THE JURY The HR Association of India extends its heartfelt thanks to the esteemed Jury for their invaluable contributions during the Evaluation Process of the DE&I Awards 2023. Your dedication and expertise have played a pivotal role in ensuring fairness and excellence in our assessments and we deeply appreciate your support. Thank you for your continued partnership.

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WAYS TO BUILD A PEOPLECENTRIC CULTURE FOR A THRIVING WORKPLACE.

ABOUT THE AUTHOR

Vandana Tolani, founder of Convanto, a boutique Investment Banking firm, has executed 185 deals across 40 countries. Convanto earned recognition from Dr. Kiran Bedi as India's top startup-supporting financial institution.

Vandana, awarded by the World Women Congress, has delivered 400+ talks as a Global Women Leader.

Convanto offers startups and VC funds services spanning Fundraising, Marketing & Growth Advisory, GTM strategy, Investor Presentations, and Financial Models. Sector-agnostic, Convanto's ticket size ranges $1M-$100M. As a Founding member of Avinya Angel Network, Vandana oversees 100+ trusted partners and a 500+ investor network. She's aided fundraising for 4 VC funds.

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AS A LEADER, IT IS CRUCIAL TO LEAD BY EXAMPLE AND DEMONSTRATE THE VALUES YOU WANT TO SEE FROM YOUR TEAM.

VANDANA TOLANI CEO & Founder, Convanto

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s an organization, creating a people-centric culture is crucial to foster a positive and supportive work environment. In this article, I will explore seven impactful strategies— specifically tailored to the Indian context—that can improve work culture, promote employee engagement, and empower your workforce. These strategies are backed by research and insights from leading experts in the field of organizational culture.

Foster Open Communication: Fostering open communication is essential to build trust and engagement within the organization. Encourage transparent dialogue by organizing regular town hall meetings or team huddles where employees have the opportunity to share their ideas and concerns. Utilize modern communication tools, such as chat platforms or intranets, to facilitate real-time collaboration and streamline communication across teams.

Promote Work-Life Balance: Work-life balance can often be challenging, it is crucial to prioritize this aspect to ensure employee wellbeing and productivity. Offer flexible work arrangements, such as work-from-home options or flexible working hours, which can be particularly beneficial for employees 30 HRAI MAGAZINE | SEPT 2023

facing long commutes or personal obligations. Encourage managers to lead by example and respect employees' personal time by avoiding after-work emails or calls unless it's an emergency.

Provide Opportunities for Growth and Development: Investing in employees' growth and development is essential for their job satisfaction and overall career

advancement. Offer training programs and workshops designed to enhance skills and provide opportunities for employees to learn and upgrade their knowledge.

Additionally, encourage mentorship programs and create a conducive environment for knowledge sharing among peers.

BUILDING A PEOPLE-CENTRIC CULTURE REQUIRES A NUANCED UNDERSTANDING OF THE COUNTRY'S DIVERSE WORKFORCE.

Recognize and Reward Achievements: Recognizing and rewarding employees' achievements plays a significant role in boosting morale and fostering loyalty.

Implement a comprehensive recognition program that appreciates employees' efforts and contributions. Consider cultural nuances when choosing rewards, such as personalized gifts or public recognition during team

gatherings or festive celebrations. Providing ongoing feedback and recognition will motivate employees to excel and feel valued.

Encourage Diversity and Inclusion: With a multitude of cultures, languages, and backgrounds.

Encourage diversity and inclusion within the organization by implementing policies that embrace employees from all walks of life. Promote diversity in leadership roles to inspire employees from underrepresented groups. Create an inclusive environment where employees feel safe and respected, and their diverse perspectives are appreciated.

Lead by Example: Leadership plays a pivotal role in shaping organizational culture. As a leader, it is crucial to lead by example and demonstrate the values you want to see from your team. Be accessible to employees, provide constructive feedback, and encourage collaboration.

Embrace a participative leadership style where employees feel comfortable sharing their opinions and ideas. This will inspire a positive work culture where employees feel motivated and empowered.

Embrace a participative leadership style where employees feel comfortable sharing their opinions and ideas. This will inspire a positive work culture where employees feel motivated and empowered.

Implement Health and Well-being Initiatives: Considering the growing importance of physical and mental well-being, prioritize employee health initiatives. Organize yoga or meditation sessions, promote wellness challenges, and provide access to resources on stress management and mental health awareness. Offer employee assistance programs or tie-ups with healthcare providers to address any health concerns and promote a healthy work-life integration.

By fostering open communication, promoting work-life balance, providing growth opportunities, recognizing achievements, encouraging diversity and inclusion, prioritizing employee well-being, and leading by example, organizations can cultivate a thriving workplace environment.

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Building a people-centric culture requires a nuanced understanding of the country's diverse workforce.

HRAI MAGAZINE | SEPT 2023 31

INTERVIEW

NINA NAIR SENIOR VICE PRESIDENT AND HRD HEAD, INDIA & AMERICAS

[24]7.AI

32 HRAI MAGAZINE | SEPT 2023

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ina Nair is Senior Vice President and Head of Human Resources Development (India & Americas) at [24]7.ai. She anchors the service side of the business: Human Resources (HR) and Learning and Organizational Development (L&OD) in India & Americas. Nina has degrees in Economics and Education. She brings that knowledge of engaging with millennials into the organization. Nina formerly worked as the Chief People Officer at the Indian Institute for Human Settlements, a strong think tank on climate change, public policy, and social environment, before joining [24]7.ai. For her, diversity is not just about gender but about perspectives, space, beliefs, speech and behaviors - walking the talk on true Inclusion.

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What are your organizations top 3 DE&I Initiatives?

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PwD Inclusion: Our focus is to hire more PwDs and ensure we make them successful at work, we also ensure necessary accommodations are provided for individuals with special needs.

ur top priority in our DEI charter are as below,

the industry through our community partnership efforts. The company hired over three thousand two hundred women employees during the year through our SHAKTI hiring pillar.

LGBTQIA+ Inclusion: [24]7.ai implements various LGBTQIA+ initiatives that fosters a work environment that welcomes, values, respects, and listens to all employees. Our Global LGBTQIA+ and Allies Network provide opportunities for our colleagues from this community across the world to come together every month to discuss best practices, exchanging personal journeys and more.

Could you share some of the challenges you've encountered while implementing DEI initiatives, and how you've overcome them?

NINA NAIR

Increasing gender diversity: Our focus on gender diversity has helped us ensure that over a third of our workforce is women and even our senior leadership team comprises women who hold key positions across varied teams. We advocate equality and diversity within as well as in

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ome challenges that we faced while Implementing certain DEI initiatives were, Lack of awareness on benefits of a diverse workforce, Lack of commitment amidst other business and revenue goals Lack of a powerful vision & expertise to nurture Gender Equality Prevalence of Stereotypes and Unconscious bias Driving Leadership Commitment and alignment at all levels of the organization Need for a strong strategy, execution and governance framework

HRAI MAGAZINE | SEPT 2023 33

In order to overcome these challenges, the company has strengthened its commitment by Creating a dedicated DEI owner within the HR team, the DEI Committee comprising of leadership forming the council and champions to drive our DEI agenda top and down, who report, govern and execute our DEI goals.

A clearly defined DEI charter for the organization with goals for all supervisors and leaders, with regular reviews and financial linkages for the same.

Continuous sensitization, awareness and communication programs by means of events, talk shows, audio-visual medium, mailers and leadership connects.

IT'S IMPORTANT TO RECOGNIZE THAT SEEKING HELP AND SUPPORT IS NOT A SIGN OF WEAKNESS, BUT A TESTAMENT TO OUR COLLECTIVE STRENGTH.

Gender- Neutral Policies

NINA NAIR

3. DEI efforts often involve addressing unconscious biases. How do you promote awareness and combat biases within your organization?

W

e have a structured program/learning module that sensitizes, creates awareness around “unconscious bias”, our programs are catered at various levels of not only leadership but also programs, eg. Our hiring teams go through “unconscious bias” training in order to hire candidates without biases, our Hiring Managers get a similar training that enable them to not make biased decisions during selection process, similarly for Operations managers to ensure that diverse groups of employees irrespective of age, race, backgrounds, gender, orientation are not treated differently and provided equitable opportunities for learning and growth.

What brings you the most fulfillment in your role as a Diversity, Equity, and Inclusion leader?

B

eing a Diversity, Equity, and Inclusion leader is profoundly fulfilling when I witness a transformation in the workplace culture. It is incredibly rewarding to observe the mindshift in attitudes, behaviours, and interactions that stem from our concerted efforts towards creating an inclusive environment.

Witnessing genuine sensitivity across all levels of the

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organization, from leadership to the operational teams, and seeing these values reflected in day-to-day interactions, is truly gratifying. As part of an organization that walks the talk, from the top down, I find immense pride in our commitment to fostering diversity, promoting equity, and championing inclusion. Contributing to a workplace where every individual, regardless of their background or identity, feels equally valued, supported, and empowered is a driving force that brings me great joy and purpose.

Lastly, what is the message that you have for our readers?

T

o our esteemed readers, I would like to emphasize the power of unity and inclusivity. Just as any structure is as strong as its weakest link, organizations thrive when they strengthen every individual's contribution, ensuring no one is left behind. In this pursuit, identifying areas for improvement and lending support to bolster those areas fosters a more resilient and harmonious whole. Additionally, it's important to recognize that seeking help and support is not a sign of weakness, but a testament to our collective strength.

For women, who often balance professional and personal responsibilities, don't hesitate to ask for help not only from your families but also from your organization when needed. Lastly, let's all prioritize mental well-being—it's an essential aspect of our overall health. Don't hesitate to seek assistance if required, and always approach others with the empathy and sensitivity that defines an inclusive community.

QUOTES THAT INSPIRE

"Customers will never love a company until the employees love it first."

— Simon Sinek "The success of your company is directly proportional to the quality of your culture." — Arianna Huffington "In the end, all business operations can be reduced to three words: people, product, and profits. People come first." — Lee Iacocca "The strongest cultures bind people together and give them a sense of belonging." — Brian Chesky

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QUOTES THAT INSPIRE

"The way your employees feel is the way your customers will feel. And if your employees don't feel valued, neither will your customers."

— Sybil F. Stershic

CULTURE OF AN ENTERPRISE IS DEFINED BY THE SUM OF THE BEHAVIORS OF ALL ITS PEOPLE.

AVIJIT MOHAPATRA DIRECTOR-HR, ACCOLITE DIGITAL, UK

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AVIGATING THE NEW NORM AND CULTIVATING A PEOPLE-CENTRIC CULTURE

ABOUT THE AUTHOR

Avijit Mohapatra is the Head of Human Resources for the Europe region at Accolite Digital. In this role, he is responsible for supporting strategic and growth initiatives, creating processes for best-in-class employee experience, managing the employee life cycle, and overseeing integration initiatives within the Human Resources function.

With over 15 years of experience as an HR leader, Avijit has worked in various regions including India, Sri Lanka, Europe, and Canada. He specializes in Talent Engagement, Performance Management, HR Analytics, Transition Management, and driving HR effectiveness through Business Partnering, Project Management, and Change Management.

Prior to joining Accolite, Avijit worked at Virtusa and HR Anexi. He strongly believes that the main focus for HR professionals today is to establish digital-ready people organizations by developing cutting-edge processes, policies, and practices that align with the business agenda. He also emphasizes the importance of driving diversity, fostering strong cultural values, and building leadership capability within organizations.

Avijit holds a bachelor's degree in law (LLB) and an MBA in Human Resources from Pune University. He was also a rank holder in the Executive Program in Human Resource Management from XLRI Jamshedpur.

Currently residing in London, he enjoys traveling, cooking, and spending time with his pet during his free time.

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he post-pandemic world has ushered in a profound transformation in the realm of business, necessitating a comprehensive recalibration of strategies and functions. This recalibration is particularly poignant in the context of people and employees, who have emerged as a linchpin for organizational success and sustainability. Businesses are increasingly recognizing the importance of fostering a peoplecentric culture, wherein the wellbeing, needs, and contributions of employees take center stage.

However, this shift towards peoplecentricity is not without its own share of challenges.

Cultivating a people-centric culture requires a multi-dimensional approach that permeates through the attitudes of leaders, the dynamics between employees and stakeholders, and the design of systems and processes. The challenge lies in fostering authenticity in these interactions, especially during crises and challenging times. Leaders must exhibit attitudes that reflect a genuine concern for their teams, fostering an environment of trust and empowerment. Processes and systems should be designed to motivate, engage, and empower employees, instilling a sense of ownership.

Building an attractive employer brand necessitates a genuine commitment to a people-centric culture, which has become imperative for sustained success.

The Digital Age and Employer Branding In the age of hyper-connectivity, an organization's commitment to being people-centric directly affects its employer branding. With tools and platforms enabling transparency, potential employees and stakeholders gain insight into an organization's practices, from compensation to engagement initiatives. Building an attractive employer brand necessitates a genuine commitment to a peoplecentric culture, which has become imperative for sustained success.

From talent attraction and retention, effective systems and policies to robust communication, and social responsibility, several factors act as a cornerstone for a successful peoplecentric organization. However, the journey toward building such a culture is marked by formidable challenges. Leaders and employees must collaboratively undertake a process of review, redesign, and reset to ensure alignment with company objectives. They must also foster trust, teamwork, and performancedriven culture while remaining resilient to future uncertainties.

Putting people first A truly people-centric organization aligns its strategies, plans, and operations with the well-being and aspirations of its workforce. This entails recognizing employees as integral stakeholders and weaving their specific needs into the fabric of organizational policies and processes. When employees feel valued, heard, and included in the decision-making process, they are more likely to invest their heart and mind into their work. This, in turn, leads to enhanced customer service, ultimately driving the organization's sustainable growth.

As an organization puts its people at the core, it will stand out because they prioritize its employees' growth and development, harnessing their innovative ideas while also leveraging their strengths. The company culture is an embodiment of its core values and beliefs, resonating in every facet of its interactions. It instills a sense of belonging among employees, making them feel an authentic connection to their work environment and colleagues.

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In the journey towards a peoplecentric transformation, the fusion of internal HR activities with external stakeholders emerges as a pivotal strategy. This alignment bridges the gap between organizational objectives and the expectations of diverse stakeholders, resulting in a holistic approach that fosters engagement and inclusivity.

Moreover, the dynamic nature of the post-pandemic business landscape demands adept navigation through uncertainties.

In addition to this, the personalization of policies and benefits further reinforces the organization's commitment to its workforce's well-being.

Simply put, building and sustaining a people-centric culture is a complex yet vital endeavor, demanding unwavering commitment from organizational leadership, employees, and all stakeholders. It requires a shared vision for growth and sustainability, with employees taking ownership of challenges and solutions. By fostering an environment of camaraderie and alignment with the organization's purpose, stakeholders collectively contribute to the creation of a vibrant people-centric culture that propels the organization to new heights of success in a fast-paced and ever-evolving world.

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IT REQUIRES A SHARED VISION FOR GROWTH AND SUSTAINABILITY, WITH EMPLOYEES TAKING OWNERSHIP OF CHALLENGES AND SOLUTIONS.

PSYCHOLOGICAL SAFETY DESCRIBES A BELIEF THAT NEITHER THE FORMAL OR INFORMAL CONSEQUENCES OF INTERPERSONAL RISK LIKE ASKING FOR HELP OR FAILURE TO DELIVER WILL BE PUNITIVE.

SETU SHAH Global HCM Product Strategy Director, ORACLE

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ULTIVATING SUCCESS THROUGH PEOPLE: THE PARADIGM OF PEOPLECENTRIC CULTURE

ABOUT THE AUTHOR

Setu Shah is an accomplished digital technology professional with nearly two decades of experience, recognized for his expertise and contributions. He holds the position of Global HCM Product Strategy Director at Oracle, excelling in driving SaaS based digital HR transformation for enterprises. Setu's leadership is marked by data-driven product management and emerging technologies. He shares insights through webinars and lectures, mentoring tech start-ups for growth. His commitment to technology's societal impact is evident, earning him a spot in HRAI's 40 under 40 change maker 2023 cohort, solidifying his position as an innovative and inspiring industry figure.

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rganization’s pursuit to sustaining and thriving is determined by how well it can adapt to changing dynamics in the competitive market, legislation, shifting consumer behavior and industry advancements. People are the only assets who can influence changes to navigate their organization through it and hence an organizational culture should revolve around its people. While organizations globally, of all sizes and across all maturity curve have started to comprehend the importance of a healthy peoplecentric culture, its implementation is experimental, fragmented and subjective to say the least.

Organizations must believe in “People are good and they want to do good work” is contingent on its understanding of every individual.

Every individual in an organization has their own distinct journey, beliefs, aspirations, communication styles, backgrounds, success metrics, etc. which are shaped by their unique experiences. They read, interpret, comprehend, and respond to situations differently and hence must be treated differently. This individualized approach helps synergize a collective effort which aggregates to generate more value.

Organizations are virtual entities conceptualized by people to serve a purpose compelling an all-inclusive culture to accommodate and thrive diversity.

Culture is a psychological safety net that an organization provides to its employees to operate effectively. It is determined by what an employee does when he/she is asked to do something and when he/she is not asked to do anything.. Culture is inspired from the top management, institutionalized by middle managers, and celebrated by everyone. Top management defines the flexibility/tolerance around

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work, authority, empathy, people growth and rewards while the cultural montage is assembled democratically.

1) Work: What are you responsible for?

It is amusing how above simple question garners a confrontational tone and defensive responses at all levels of people hierarchy.

Accountability of work instills respect for one’s role and motivation to succeed towards achieving their purpose. Well defined work structures and flexibility to operate are quintessential to breed accountability and foster collaboration. How much room for experimentation exists for an employee’s areas of responsibility correlates to the psychological safety in the organization.

As Jim Collins alludes in his renowned book “Good to Great”, “If we get the right people on the bus, the right people in the right seats, and the wrong people off the bus, then they'll figure out how to take it someplace great”.

2) Power: What authority do you have to fulfil your responsibilities?

Like the adage popularized by Spiderman Marvel movies “With great power comes great responsibility” … at workplaces – “With great responsibility should come great power”.

Organizations need to test and have the apt power dynamics, team structure and hierarchies. This guides whether the information can flow through least number of hops or if it needs to navigate the right channels and

Organizations must tweak their focus on long-term vs immediate rewards based on the behaviors that they want to inspire.

managers before it reaches the desired destination. Are employees empowered to disagree productively or do they need to discuss with their managers 1-on-1 beforehand?

Innovation is a result of experimentation, creative differences, navigating conflicts, radical candor, and freedom to make mistakes.

Democratic vs hierarchical decision making and resistance to pivot/change a decision needs to be well communicated.

4) People Growth: What are our seeds of growth?

“You can’t expect new results by doing the same thing” – To create new frontiers or perform the same tasks in more efficiently; people need to adopt the mindset of continuous learning and development. This fosters a sense of professional and personal growth compounding to exponential organizational growth.

Learning through newer opportunities, mentoring/reversementoring, coaching, gigs, and structured

Experiment, Evaluate, and Evolve Above are 5 key aspects that influence people-centric culture amongst many. Acute calibration (experiment, evaluate, and evolve) of different levers are fundamental to elevate success of employees, teams, and organization.

5) Rewards & Benefits: How much do we focus on going far vs fast?

Organizations must tweak their focus on long-term vs immediate rewards based on the behaviors that they want to inspire. Long term benefits/rewards like length of service awards, promotions post a specific tenure, health insurance for extended family members, financial support to family members in case of employee death, subsidized home loan rates, etc. cultivates a feeling of belongingness and longevity.

Unique benefits like pet adoption leave, laundry services, outpatient medical and wellness coverage, etc. and spot rewards like employee of the month/quarter, etc. provide instant gratification and recognition appealing to intrinsic cultural fundamentals. Disproportionate concentration across these two types (physiological safety and positive motivators) based on the behavioral demands of the business and employee demographics will help organizations strike the right balance.

The core elements and approach can be extended by companies to cover all organizational touchpoints like people (employees, consumers, clients, consultants, etc.), groups (departments, partners, distributors, agencies, etc.), and the entire ecosystem (organization, market, communities, etc.). Is there an ideal combination of these – a silver bullet?

No, it changes based on leadership style, market dynamics, cultural demographics, organizational maturity, growth stage and growth appetite. Fueled by a strong emphasis on satisfaction, development, and wellbeing; people-centric culture recognizes that people are the most valuable asset across strategic, operational and decision-making processes.

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3) Empathy: Do we trust the heart or head?

People Managers are the brand ambassadors of percolating and institutionalizing culture. Investing in coaching them on cultural sensitivities, psychological safety and organizational people centricity is paramount. Increased awareness of people managers and team members about difference in cultures, exchanging feedback and the waypeople-operate can be achieved through tailored technology interventions. Enabling this flow allows people to get into their groove and organizations to gain momentum. “Psychological safety describes a belief that neither the formal or informal consequences of interpersonal risk like asking for help or failure to deliver will be punitive.

Candor is appreciated and expected.”

– by Amy C. Edmondson in her book “the fearless organization”

courses elevates skill quotient, builds succession plans, creates opportunity for career advancement and acts as a strong positive motivator for the workforce. By connecting personal goals to professional goals, people managers must be invested in their team’s unique growth plans.

The views expressed here are based on the author's experience, research and skills. They do not reflect the views of any of his current or former employers or LLM.

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INTERVIEW

AMIT DAS Director HR & CHRO, BCCL (Times Of India)

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seasoned HR professional, Amit Das, has over 34 years of experience of working in Senior Leadership roles at various professionally managed, large MNCs & reputed Indian organizations. His experience spans across diverse business sectors with organisations like Tata Motors,CESC Ltd, Britannia Industries Ltd, Taj Group of Hotels, Vodafone, RPG Group and Reliance Group.

An alumnus of the Kellogg’s School of Management, Amit currently holds the position of Director-HR & CHRO, BCCL (The Times of India), which is one of India’s most diversified &profitable media conglomerate.

Amit is a prominent & respected Global HR leader, who has been constantly recognized and rewarded for his professional contributions by several Organisations and Management Associations across the globe.He is a part of many Advisory Boards & Governing CouncilMember in severalreputed Corporates & Educational Institutions across the world.

Amit has also been a key member of the Empowered Expert Committee (EEC) under Ministry of Social Justice & Empowerment, wherein he was nominated by the Govt of India to create & manage an Electronic Employment Exchange platform for senior citizens named SACRED (Senior Able Citizens Re-employment in Dignity).

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Amit has also been nominated by the Govt of India tobe part of the CII B20 Taskforce in India’s Presidency for G20 on Future of Work, Skilling & Mobility, for mapping & aligning Future Jobs, Technology & Employability, Skilling, Re-skilling & Upskilling, and International Mobilityof Skilled workforce.

A regular speaker at reputed HR Forums, Colleges and Management Institutes across the globe, Amit is a fitness enthusiast, avid reader, and a continuous learner in today's integrated, multi-cultural & diverse ecosystem.

What are your organizations top 3 DE&I Initiatives?

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2.SHE unLTD Awards: At The Times of India, we proudly introduced the "SHE unLTD Awards" to recognize the exceptional achievements of women colleagues, both professionally and personally. With passionate leadership and support, these awards celebrate outstanding contributions across various categories. This initiative exemplifies our unwavering commitment to recognizing and appreciating the exceptional women who drive our Organization's success.

3.Breaking the Unconscious Bias: As part of our ongoing commitment to fostering an inclusive workplace, we undertook a series of workshops focused on addressing unconscious bias. These workshops were conducted for all managers in the company and encompassed several sessions last year. The sessions aimed

·Understand common types of unconscious bias. ·Discuss ways to overcome unconscious bias. ·Identify and recognize ways to overcome microaggressions.

Could you share some of the challenges you've encountered while implementing DEI initiatives, and how you've overcome them?

AMIT DAS

ur organization's top three DE&I initiatives include: 1.XtraOrdinary Women Club: The "XtraOrdinary Women Club" serves as a vibrant community with over 450+ members. This empowering platform, created by and for our women colleagues, connects like-minded professional women, inspiring them to lead and create meaningful impact within our organization and beyond.

to achieve the following objectives:

A

s industry leaders, our journey in implementing DEI initiatives has been uniquely smooth, reflecting our organization's deep-rooted commitment.

We've navigated this path with a spirit of enthusiasm, where challenges, if any, have only strengthened our resolve.

By fostering open dialogues, engaging our leadership, and maintaining transparent communication, we've nurtured an environment where change resistance and unconscious biases find no lasting foothold.

Our proactive approach to training on unconscious bias has further enriched our inclusive mindset.

Moreover, our strategy of integrating DEI principles into our core values and existing processes has seamlessly ensured scalability and sustainability. This strategic alignment HRAI MAGAZINE | SEPT 2023 45

has allowed us to consistently lead by example, shaping an inclusive culture that thrives.

Our experience has been that when diversity and inclusion are ingrained in an organization's DNA, any hurdles encountered along the way only become stepping- stone to progress. As market leaders, DEI is not a checkbox; it's the rhythm that harmonizes our collective journey, making our workplace a thriving canvas of possibilities.

DEI efforts often involve addressing unconscious biases. How do you promote awareness and combat biases within your organization?

A

AMIT DAS

ddressing unconscious biases is a vital aspect of our DEI journey. To promote awareness and combat biases, we employ a multi-faceted approach.

Firstly, regular and interactive unconscious bias training sessions are conducted across all levels of the organization. These sessions are designed to sensitize employees about the various forms of biases that can influence decisions and behaviours. Real-life examples and discussions encourage self-reflection and help employees recognize their own biases.

Secondly, our leadership actively engages in discussions around unconscious biases, setting an example for open conversations and self-awareness. This encourages employees to embrace a culture of transparency and accountability, leading to unbiased decision-making.

Thirdly, we emphasize the importance of diverse perspectives and experiences in shaping a more inclusive workplace. Encouraging employees to share their unique viewpoints fosters an environment where biases are challenged and broader perspectives are embraced.

Lastly, feedback mechanisms and continuous surveys provide insights into the effectiveness of our efforts.

This data-driven approach enables us to make informed changes and improvements, ensuring that our commitment to combating biases remains consistent and impactful.

When employees from various backgrounds come together, collaborate seamlessly, and share unique stories, it reinforces the power of diversity to drive innovation and success.

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Through these strategies, we have been succesful in creating an organization where unconscious biases are acknowledged, confronted, and ultimately replaced with a more inclusive mindset.

What brings you the most fulfillment in your role as a Diversity, Equity, and Inclusion leader?

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s market leaders, our role as Diversity, Equity, and Inclusion leaders brings us profound fulfilment.

Witnessing the transformation of our organization into a vibrant tapestry of diverse talents and perspectives is immensely gratifying. The positive impact of our initiatives on employees' lives and careers reaffirms our commitment to fostering an inclusive environment. When employees from various backgrounds come together, collaborate seamlessly, and share unique stories, it reinforces the power of diversity to drive innovation and success.

The opportunity to lead by example and shape our organizational culture to embody respect, openness, and equality is both a privilege and a responsibility.

Witnessing the tangible outcomes of our DEI efforts, such as the growth of initiatives like the "Club of XtraOrdinary Women" and the success of programs like "ELEVATE", our program to promote diversity hiring, fosters pride and motivation.

In essence, the most profound fulfilment lies in contributing to a workplace where everyone thrives, differences are celebrated, and unity through diversity sets a new standard for our industry.

Lastly, what is the message that you have for our readers?

O

ur message is one of inspiration: embrace diversity as a source of innovation and growth. Inclusion is the cornerstone propelling us toward a more equitable future. Together, we challenge norms, surmount biases, and create a world where every voice resonates, nurturing all potential.

Let's celebrate differences, break down barriers, and forge unity through understanding. By championing Diversity, Equity, and Inclusion, we empower individuals, enrich organizations, and drive progress.

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FEATURED ARTICLE

BY AMIT DAS

MPOWERING GREAT PEOPLE: BUILDING AN INCLUSIVE, PEOPLE-CENTRIC CULTURE

I

n today's fast-paced business world, organizations are recognizing that their most invaluable resources extend beyond their products, services, or technologies – it resides in their people. At The Times of India, we have long understood the significance of our people, making 'Great People' a cornerstone of our Employee Value Proposition (EVP).

Our journey towards a peoplecentric culture has been deliberate and unwavering. We believe that an organization's triumph is intricately linked to the well-being, growth, and empowerment of its employees, transcending traditional hierarchies to foster a collaborative and inclusive atmosphere where every voice matters.

A people-centric culture pays off in numerous ways. It ignites employee engagement, cultivating a workforce that is exceptionally committed and

motivated, sparking creativity, and inviting diverse perspectives and ideas. This environment acts as a magnet for top talent, attracting and retaining skilled individuals who thrive in an environment prioritizing their well-being and development.

The positive atmosphere nurtures mental and emotional well-being, leading to higher job satisfaction and overall harmony. In essence, a people-centric culture isn't just a feature; it's a strategic driver unlocking higher productivity, sharper problem-solving, and contributes greatly towards creating an anti-fragile organization. Some of the key strategic initiatives that we are investing in to create a people centric organization are given below.

At the Times of India, our commitment to nurturing a peoplecentric culture is guided by a set of principles deeply embedded in our DNA – the CLASIC Values

(Collaboration; Learning Agility; Accountability & Risk Taking; Speed; Innovation; Compassion & Care). We firmly believe in leading by example, with our leaders acting as the living embodiment of these values, setting the tone for the entire organization. Moreover, we acknowledge the pivotal role managers play in shaping team culture. Thus, we invest heavily in training and supporting our managers to lead with empathy, actively listen, and foster an environment of trust and support.

This commitment to our CLASIC Values empowers our leadership and management teams to create an inclusive and empowering workplace where employees thrive, innovation flourishes, and success becomes a shared journey.

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Central to our approach is continuous learning and development. We believe in empowering our employees through training, workshops,

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mentorship, and a clear career progression path. At the heart of this is our platform, PACE

Diversity, Equity, and Inclusion (DE&I) are integral to our organizational fabric.

(Performance and Career Enhancement), allowing individuals to see their career path and take ownership of their development.Promoting Work-Life Balance & Wellness is paramount at the Times of India.

We are proud to champion initiatives such as the She UnLTD Awards, which recognize and celebrate the remarkable achievements of women entrepreneurs.

We believe that a healthy work-life balance not only boosts employee satisfaction but also enhances productivity. To achieve this, we have introduced a range of initiatives, including vibrant Employee Clubs that encourage team bonding and relaxation. We emphasize the holistic well-being of our employees, addressing not only their physical health but also their mental and emotional wellness. Our on-site doctor facilities ensure that medical assistance is readily available, and we organize well-being sessions featuring eminent personalities to inspire and educate our workforce on maintaining a balanced and fulfilling life.

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We believe that a healthy work-life balance not only boosts employee satisfaction but also enhances productivity.

These initiatives underscore our commitment to fostering an inclusive workplace where diverse perspectives are valued and embraced. We understand that diversity drives innovation and creativity, and we continuously

strive to ensure that every individual feels welcome and empowered to contribute their best.

At the Times of India, we are not merely advocating a people-centric culture; we are actively building it.

We firmly believe that our greatest asset is our people, and we are dedicated to nurturing a culture that places them at the heart of our operations. By living our CLASIC Values, promoting continuous learning, work-life balance, wellness, and championing Diversity, Equity, & Inclusion, we are forging a path to enduring success, innovation, and a workplace where every individual can thrive and contribute to our collective growth. Together, we are committed to creating a community of Great People.

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TOPIC

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NDERSTANDING EMPATHY: THE FOUNDATION OF A THRIVING WORKPLACE

ABOUT THE AUTHOR

Agarwal, celebrated SDG DEI Ambassador and motivational speaker, serves as HRAI's Diversity and Inclusion Ambassador, embodying a vision for diverse workplaces. Recognized as a LinkedIn Top Voice for DEI, he is revered for his transformative HR insights. Aligned with India Diversity Forum, ISTD, and NHRDN, Sumit's endeavors fuel progressive HR practices. As the founder of The Link Tribe, he channels his DEI expertise to enable professionals to network and grow through LinkedIn.

50 HRAI MAGAZINE | SEPT 2023

EMPATHY IS NOT A STATIC GOAL BUT A CONTINUOUS JOURNEY.

SUMIT AGARWAL LINKEDIN TOP VOICES DE&I AMBASSADOR, HRAI

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rowing up, I often found myself alone, watching my classmates play, knowing that I would never be able to join them. But that solitude led to a love for reading, study, and a profound understanding of human emotions. It taught me the importance of empathy, of seeing the world through others' eyes.

Born with cerebral palsy and 70% body restrictions, I had a different path to follow.

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My mother's dedication, her fight for my education, and her unwavering belief in me instilled in me a deep appreciation for balance.

It made me what I am today.

Ignorance often leads to unintentional exclusion. Educating employees about disabilities, both visible and invisible, fosters understanding and empathy.

Encourage Work-Life Balance Recognizing that employees have lives outside of work contributes to their overall well-being and productivity.

Regular workshops, guest speakers, or even simple informational materials can break down misconceptions and promote a culture of acceptance.

Offering flexible working hours allows employees to choose their working hours, acknowledging their individual needs.

Build Trust Through Open Dialogue Trust is the cornerstone of any thriving workplace, and it begins with open dialogue. Encouraging employees to share their thoughts, ideas, and concerns without fear of judgment creates a transparent

Supporting remote work options can reduce commute stress and allow employees to work in a comfortable environment. It all counts.

I always strived to foster open communication. It's not just about speaking; it's about listening, understanding, and connecting. It's about creating a space where every voice is valued, where trust is the foundation, and where empathy is the motto that binds us together.

That’s the true essence of creating a better workplace for every individual out there.

If you are a leader, here’s an action plan on how to create one -

Make your place accessible to everyone Ensuring physical accessibility is the first step in creating an inclusive environment. This includes providing ramps, elevators, and accessible restrooms.

But accommodation goes beyond physical changes. Understanding individual needs and providing the necessary tools and support is essential, whether it's assistive technology or flexible working arrangements.

52 HRAI MAGAZINE | SEPT 2023

and supportive environment.

Regular one-on-one meetings with team members to discuss their progress, challenges, and goals can foster this trust.

Creating safe spaces for discussion, such as open forums or anonymous suggestion boxes, further promotes transparency.

Encouraging peer-to-peer communication builds horizontal trust among team members, fostering a collaborative and unified team.

Celebrating success, both big and small, reinforces a positive culture and motivates continued excellence.

Invest in Growth and Development Investing in your employees' growth is an investment in your organization's success. Providing opportunities for learning and development fosters a sense of accomplishment and loyalty.

Offering workshops, courses, or tuition reimbursement for relevant educational pursuits shows that you believe in their potential.

unique to contribute, and that we are all connected in our shared pursuit of success and fulfillment.

Acknowledging team successes through celebrations or public announcements creates a sense of collective pride.

As we strive to build workplaces that reflect these values, we must remember that empathy is not a static goal but a continuous journey. It's a commitment to growth, understanding, and compassion.

It's a promise to see each other not just for our roles and titles

Encouraging mentorship programs by pairing less experienced employees with seasoned professionals provides guidance and support.

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Outlining potential career paths within the organization and providing guidance on how to achieve those goals helps employees see a future within the company, fostering a sense of belonging and ambition.

Recognize and Celebrate Success Recognition is more than a pat on the back; it's an affirmation of value and contribution.

Celebrating success, both big and small, reinforces a positive culture and motivates continued excellence. Implementing a structured recognition program where employees can be nominated for their achievements fosters a culture of appreciation.

Acknowledging team successes through celebrations or public announcements creates a sense of collective pride.

Providing clear and actionable feedback, both positive and constructive, helps employees understand what they are doing well and where they can improve, fostering continuous growth and development.

The journey to understanding empathy in the workplace is multifaceted and profound. It's about recognizing the humanity in each other, valuing diverse voices, and creating an environment where everyone has the opportunity to thrive. Inclusion, particularly for individuals with disabilities, is not just a moral imperative but a pathway to a richer, more vibrant workplace.

but for our dreams, challenges, and potential.

By embracing empathy, we can create a workplace that is not only productive and successful but also compassionate, inclusive, and human.

It's a vision worth pursuing, a goal worth striving for, and a legacy worth leaving.

My own experiences have shaped my perspective on empathy and inclusion. They have taught me that every voice matters, that every individual has something

HRAI MAGAZINE | SEPT 2023 53

INTERVIEW

PUSHKAR KUMAR CHIEF HUMAN RESOURCES OFFICER (CHRO), CAIRN OIL & GAS

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ushkar Kumar serves as the esteemed Chief Human Resources Officer (CHRO) at Cairn, where he orchestrates a transformative human capital strategy.

With a career spanning over two decades, Pushkar's expertise lies in crafting people-centric approaches that align with business growth. His visionary leadership has propelled Cairn's commitment to gender diversity, advocating for equitable representation at all organizational levels. Pushkar's strategic prowess is evident in his innovative talent development initiatives, designed to empower employees and shape a culture of continuous learning. His passion for creating an inclusive workplace amplifies the importance of diversity, making him a driving force behind Cairn's journey towards a more equitable future.

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What are your organizations top 3 DE&I Initiatives?

airn Oil & Gas prioritizes three pivotal DE&I initiatives. Firstly, leadership commitment and integration of diversity metrics into KPIs ensure tangible progress. Secondly, our "Together we Excel" policy overhaul, including provisions for new mothers, flexible working, and sabbaticals, underscores our dedication to supporting diverse needs.

Thirdly, the Gender Intelligence and Leadership Program (GIL) and Leadership Initiative for Excellence (LIFE) focus on grooming women leaders through coaching, workshops, and mentoring.

Could you share some of the challenges you've encountered while implementing DEI initiatives, and how you've overcome them?

W

hile implementing DE&I initiatives, we encountered resistance stemming from traditional mindsets and apprehensions.

Overcoming these challenges demanded persistent communication, leadership advocacy, and showcasing the positive impact of inclusion. Tailoring our approach to resonate with our workforce's values and aspirations has been crucial in fostering acceptance and engagement.

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o combat unconscious biases, we conduct regular workshops, raise awareness about stereotypes, and emphasize empathy. We encourage candid discussions, provide resources on recognizing biases, and ensure diverse representation in recruitment and leadership roles. Data-driven insights help identify areas where biases might affect decisionmaking, allowing for targeted interventions.

PUSHKAR KUMAR

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DEI efforts often involve addressing unconscious biases. How do you promote awareness and combat biases within your organization?

I believe that DEI is essential for creating a more just and equitable world, and I am passionate about working to make that happen.

HRAI MAGAZINE | SEPT 2023 55

PUSHKAR KUMAR

What brings you the most fulfillment in your role as a Diversity, Equity, and Inclusion leader?

Lastly, what is the message that you have for our readers?

A s a DE&I leader, witnessing the transformation of We urge readers to recognize that DE&I individuals and the organization brings the most fulfilment. Seeing employees empowered to thrive in an inclusive environment, and the positive impact on organizational culture, fuels our commitment. The journey towards a diverse, equitable, and inclusive workplace is immensely rewarding.

56 HRAI MAGAZINE | SEPT 2023

isn't just a goal but a journey towards a better future. Embracing diversity and fostering an inclusive workplace enriches creativity, innovation, and organizational resilience.

Everyone’s unique background and perspective contribute to collective success.

Let's collaboratively create an environment where everyone feels valued, empowered, and heard. Together, we can drive positive change that transcends boundaries and sets new benchmarks for inclusivity and equity.

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HRAI MAGAZINE | SEPT 2023 57

BY FOSTERING A CULTURE OF BEING BOUNDLESS, ORGANIZATIONS CAN ENCOURAGE COLLABORATION, INNOVATION, AND GROWTH.

HEMANT BATRA Director - Human Resources, Centric Consulting

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UILDING A PEOPLE-CENTRIC CULTURE

ABOUT THE AUTHOR

Hemant Batra is an experienced HR professional with over 18 years of experience in the field. He holds a degree in EPHRM from IIM Calcutta and has worked with MNCs such as AON, Alight, and Gartner. Hemant specializes in recruiting and has worn multiple hats in the field. He has led the HR function for six countries in ASEAN region, from China to Indonesia.

Currently, Hemant is associated with Centric Consulting as HR Head, where he is responsible for managing the HR function for India region.

HRAI MAGAZINE | SEPT 2023 59

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ver the years, organizations in India have made significant progress in building a positive employee-centric culture. However, it wasn't always this way, to contextualized it, I would refer to the Y2K era when BPO and Techsupport jobs flooded the Indian market, and the cultural focus was on serving clients and negotiating late-night hours working with employees. Employee welfare was not a focal point, and additional benefits were provided to ensure employee satisfaction.

As India became a leader in providing offshore IT services services in due course of time, the culture of "aggression" bloomed and caused employees to experience burnouts. Organizations initially provided extra benefits to negotiate work-life balance, but this approach was not sustainable. Employees started to request a greater equilibrium between work and personal life, advocating for measures like adaptable work timings, work-from-home alternatives, skill enhancement opportunities, comprehensive social security provisions for themselves and their families,

60 HRAI MAGAZINE | SEPT 2023

and encouraging initiatives such as extended leaves of absence.

CREATING A HIGHLY ENGAGING CULTURE IS A SHARED RESPONSIBILITY BETWEEN BOTH THE EMPLOYEE AND THE EMPLOYER. Between 2006-2010, the increasing establishment of foreign institution in India brought a fresh perspective on treating employees. Many organizations discovered novel approaches to foster a constructive work culture by implementing amicable policies and adapting them progressively. Today, Indian organizations are making great strides in building a culture that prioritizes employee well-being, leading to greater job satisfaction and productivity.

Who drives the CULTURE in the organization?

If you think that the answer is CEO, you are partially correct! In today’s world the CEO is not the sole driver, it is you, me, and all of us responsible for driving the culture. Let me put few questions to enlighten my point: ·How many times have we carried the culture of learning? ·How many times have we promoted culture of continuous improvement? ·How many times have we thought about your own wellbeing? ·How many times have we written an empathy note to your co-worker? ·How many times have we rewarded a member of another team?

The key idea is that creating a highly engaging culture is a shared responsibility between both the employee and the employer.

Now, what’s next in the journey of enhancing culture? Again, I would emphasis on creating and driving

the culture shared between employer and employees. It shouldn’t be a standalone duty either.

BY FOSTERING A CULTURE OF CROSSDEPARTMENTAL APPRECIATION, YOU CAN CREATE A MORE INCLUSIVE AND SUPPORTIVE WORK ENVIRONMENT.

·Culture of Inclusiveness – Imagine an R&R ceremony wherein employees are expected to share the success story of their team members, but they begin to congratulate a team member of another department who may have positively impacted a bit. This type of culture can help break down silos and encourage employees to work together. By fostering a culture of cross-departmental appreciation, you can create a more inclusive and supportive work environment. ·Culture of entrepreneurial mindset – A straightforward method to foster this perspective is to regard your work as a kin to your own child, something you tend to and foster. By constantly thinking about how to grow and improve

your work, you can develop a sense of ownership and pride in your accomplishments. This type of culture can help employees feel more engaged and invested in their work, leading to greater creativity and innovation. By fostering a culture of entrepreneurial thinking, organizations can encourage employees to take risks, learn from failures, and ultimately drive growth and success. ·Culture of being boundless – Creating a culture of being boundless can help employees gain a 360-degree view of the organization.

In many organizations, employees are distributed across different verticals and may not have a good understanding of what's going on in other areas. One way to address this is to create short-term assignments in each vertical and encourage employees to choose assignments based on their interests. This approach can help employees gain exposure to different areas and develop a more comprehensive understanding of the organization as a whole. By fostering a culture of being boundless, organizations can encourage collaboration, innovation, and growth.

resonated with me. While considering my choice, I learned about penguins and their coparenting method, where male penguins take responsibility for incubating the egg instead of the female. Having a co-leader who shares your vision and takes equal responsibility for the work can be a rewarding experience and lead to an enjoyable journey. ·Culture of being empathetic – Being empathetic can have a positive impact on your coworkers. It reflects your personality, attitude, and individuality. As a leader, it's important to strive for empathy while also being realistic. Finding the right balance between empathy and realism can help you build strong relationships with your coworkers and lead to a more productive work environment.

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·Putting peers first – Imagine being in a Town Hall or a group meeting where employees are expected to talk about the story of their own function or team. Furthermore, when employees show gratitude for being surrounded by exceptional colleagues, it showcases a sense of teamwork and acknowledgment.

This type of culture can help build stronger relationships between team members and foster a sense of community within the organization.

Finally, I would congratulate the organizations who have gone above and beyond creating excellence in building culture for their employees and my best wishes to those who are fostering in the direction.

Thankyou!

·Culture of co leadership – I recently participated in a workshop where I was asked to choose an animal that HRAI MAGAZINE | SEPT 2023 61

SPECIAL INTERVIEW

SRIKANTH ACHARYA

I truly believe that improving employee engagement and employer branding is the need of the hour. And corporate gifts can be a powerful tool for HR/Employee Managers to improve engagement and connectedness in their teams.

Can you tell us about the inspiration behind starting your corporate gifting company and how it all began?

O

ffiNeeds was born out of an April Fool’s Prank in 2005.

I was working at Infosys and, for some inexplicable reason that day, I told the first person I met that I was planning to quit my job to start my own company. To my surprise, they took my prank seriously, so I played along with the joke and repeated the same story to everyone I encountered that day.

Coincidentally, we’d received company T-shirts a couple of weeks earlier, and someone asked me what company I planned to start. Without missing a beat, I spontaneously responded, "A Corporate Gifting Company."

My colleagues were intrigued by my seemingly clear business goal and questioned me. I had to put on quite a convincing act to substantiate the prank I'd played earlier in the day.

But little did I know that I was unwittingly crafting a solid business plan amidst the laughter and jokes.

I had figured out what I wanted to do for a living by the end of the day.

A few months of dedicated research later, my corporate gifting company was born.

62 HRAI MAGAZINE | SEPT 2023

SRIKANTH ACHARYA

CEO AND FOUNDER, OFFINEEDS.COM

Fast forward to today– we celebrated our 18th anniversary this year and are proud to be India’s leading corporate gifting company serving a wide range of customers in mid and large-size corporations.

Corporate gifting is a competitive industry.

What unique approach or value proposition does your company offer to clients that sets it apart from the rest?

C

orporate gifting is indeed a competitive industry but also a huge one. It is estimated at a whopping $242 billion industry worldwide and worth INR 50,000- 100,000 crore in India. That tells us that the

employee gifting with a Microsite model. Instead of giving the same gift to the whole lot, we suggested they offer four options for recipients. With our robust tech and logistic systems in place, we delivered the gifts to their entire workforce. We gave them a dashboard to track the flow of orders and deliveries and ensured their anniversary gifting was a huge success.

“We’re committed to innovating and improvising our offerings through customizations, products, technology, and logistics to help HR leaders achieve improved employee engagement.”

At OffiNeeds, we specialize in corporate gifting to improve employee engagement and employer branding through tech and logistically enabled solutions. That puts us in a unique position to help organizations to boost engagement through corporate gifting.

Could you share some of the most memorable or unique corporate gifting projects you've been involved in? What made them stand out?

W

hen COVID swept, our business almost collapsed. It became very apparent that corporate gifting was not a priority, and we lost all hope. But amid hopelessness, we saw an opportunity to serve when the market opened up in the new setup of working from home. We realized quickly that the old model wouldn't work, and we needed to adapt to the new requirement of delivering gift packages to employee homes.

Our client, a large organization in the Aerospace industry, was celebrating 20 years of being in business. And they were looking to give away company anniversary gifts to their employees. We proposed an alternative to the regular

In the corporate world, relationships matter.

How does your company help clients build and strengthen their relationships through gifting?

R

elationships are pivotal to running any business; we’re familiar with them. But where corporate gifting comes into play is in creating and sustaining the relationships. For example, welcoming a new hire, appreciating a job done well, recognizing an outstanding performance, rewarding a long-service employee, congratulating a top performer, etc.

We express feelings, respect, appreciation, and emotions for one another through words and gestures.

But you need something tangible to make the moment even more memorable. And that’s precisely where gifting comes into the picture. It creates a lasting impression, a memorabilia that the recipients can cherish for long.

SRIKANTH ACHARYA

industry is highly distributed with different pockets. For example, there’s gifting in pharma, FMCG, etc.

The employee satisfaction for this particular initiative went through the roof. We received 4000+ reviews with a stupendous rating of 4.97/5. So, that was one of the most memorable gifting projects OffiNeeds has worked on.

That’s the power of corporate gifting and why we are so passionate about it as a team.

Sustainability and eco-friendliness are becoming increasingly important in today's business world. How does your company incorporate these principles into its gifting solutions?

I

n the eco-friendly space, we’re offering quite a few things. One is we carry a wide range of eco-friendly products in our catalog for our clients. For example, notebooks made from recycled paper, mugs from sustainable materials, and grow kits.

But we see us making a significant impact in the packaging area. We switched to 100% eco-friendly packaging and are also doing every bit to empower gift recipients to be environmentally conscious consumers.

HRAI MAGAZINE | SEPT 2023 63

FEATURED ARTICLE

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UILDING A PEOPLE-CENTRIC CULTURE

ABOUT THE AUTHOR

Gagan Arora, the Founder and President of Vertex Group, has created an impressive workplace that is ranked 19th among the 50 Most Innovative Companies across the globe. With over 21 years of experience, Mr. Arora is known for his innovative vision and leadership. Vertex Group operates in 7+ countries with a team of 4000+ employees, spanning across 60+ languages and industries. Mr. Arora serves as the Chairman of the Foreign Investors Council and holds the position of Trade Commissioner - India to Nigeria (IATC) and is also a member of the Forbes Technology Council. He is a 7-time winner of the ‘Best CEO’ award, and has also been facilitated with ‘40 under 40’ & ‘Asia’s Youngest Entrepreneur’. In just 7 years, Arora has successfully expanded Vertex Group to 7 countries, establishing himself as a global magnate and tech trailblazer. His entrepreneurial spirit, dedication, and business acumen shine brightly, making him a pioneering entrepreneur and a true leader in his field.

64 HRAI MAGAZINE | SEPT 2023

BUILDING A PEOPLECENTRIC CULTURE IS NOT A ONE-SIZE-FITS-ALL APPROACH; IT'S A CONTINUOUS JOURNEY THAT REQUIRES UNWAVERING COMMITMENT FROM LEADERSHIP, EMPLOYEES, AND ALL STAKEHOLDERS

GAGAN ARORA Founder & President, Vertex Group

I

n today's fast-paced and competitive business landscape, organizations are increasingly recognizing the pivotal role of a people-centric culture in fostering growth, innovation, and sustainable success.

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A people-centric culture places employees at the heart of the organization, valuing their contributions, nurturing their development, and creating an environment where they thrive both personally and professionally. Such a culture is not just a buzzword; it's a strategic imperative that drives engagement, productivity, and longterm business resilience.

A culture of empowerment not only boosts employee morale but also enhances their commitment to the organization's success.

Empowered employees are more likely to innovate and find creative solutions to challenges. They feel trusted and valued, leading to increased loyalty and reduced turnover rates. Moreover, when employees have a voice in shaping their work environment, they become more engaged, contributing to a positive

are avenues for employees to voice their opinions and feel heard.

Leaders should actively listen to employees, valuing their input and acting on their suggestions when feasible. This not only strengthens the bond between leadership and the workforce but also generates a sense of unity and shared purpose. When employees see their ideas being acknowledged and implemented, they become more invested in the organization's success.

The Essence of a People-Centric Culture At its core, a people-centric culture is about shifting the organizational paradigm from a traditional topdown approach to a collaborative and inclusive framework. It acknowledges that employees are not mere cogs in the wheel but integral partners in achieving the organization's goals. This shift involves a deep commitment to listening to employees, valuing their diverse perspectives, and integrating their insights into decision-making processes.

Empowerment Breeds Engagement One of the cornerstones of a peoplecentric culture is empowerment.

When employees are empowered, they feel a sense of ownership and responsibility for their work. This empowerment goes beyond delegating tasks; it involves providing employees with the autonomy to make decisions, experiment with new ideas, and take calculated risks.

66 HRAI MAGAZINE | SEPT 2023

feedback loop that drives productivity and innovation.

·Learning and Development as a Priority A people-centric culture recognizes Fostering Open Communication that employees are not static entities Effective communication is the but evolving professionals with a bedrock of any people-centric hunger for growth. Providing culture. Organizations should opportunities for continuous encourage transparent, two-way learning and development is communication channels that allow paramount. Offering workshops, employees to express their ideas, training programs, and mentorship concerns, and aspirations. Regular opportunities demonstrates the feedback sessions, town hall organization's commitment to meetings, and open-door policies enhancing employees' skills and

competencies. Investing in employees' professional growth not only equips them with the tools to excel but also fosters a culture of innovation. As employees acquire new knowledge and skills, they bring fresh perspectives to the table, contributing to a dynamic and adaptive organizational culture.

Building a people-centric culture is not a one-size-fits-all approach; it's a continuous journey that requires unwavering commitment from leadership, employees, and all stakeholders. This culture transcends superficial perks and benefits, delving into the

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• Work-Life Integration Striking a balance between work and personal life is a crucial aspect of a people-centric culture.

Organizations that prioritize employee well-being understand that burnout and excessive stress can hinder productivity and creativity. Flexible work arrangements, wellness programs, and initiatives that promote mental health underscore the organization's concern for the holistic well-being of its employees.

FOSTERING AN INCLUSIVE ENVIRONMENT REQUIRES MORE THAN JUST POLICIES; IT DEMANDS A COMMITMENT TO DISMANTLING BIASES AND PREJUDICES.

organizations can create a sense of belonging that encourages employees to bring their authentic selves to work.

By recognizing the individuality of each employee and accommodating their diverse needs, organizations can cultivate a culture that values not only what employees bring to the table but also their overall happiness and fulfillment commitment from leadership, employees, and all stakeholders.

This culture transcends superficial perks and benefits, delving into the realm of empowerment, communication, growth, and inclusion. As organizations embrace this paradigm shift, they unlock the full potential of their workforce, driving innovation, resilience, and enduring success in the ever-evolving business landscape.

A people-centric culture is not just an ideal; it's a strategic necessity that paves the way for a brighter future where employees and organizations thrive in harmony.

• Celebrating Diversity and Inclusion A truly people-centric culture embraces diversity and inclusion as pillars of success. It appreciates the unique backgrounds, experiences, and perspectives that employees bring to the table. Organizations that prioritize diversity and inclusion are better equipped to tackle complex challenges, make informed decisions, and tap into a wider range of ideas.

Fostering an inclusive environment requires more than just policies; it demands a commitment to dismantling biases and prejudices.

By fostering a culture where every voice is heard and respected,

realm of empowerment, communication, growth, and inclusion. As organizations embrace this paradigm shift, they unlock the full potential of their workforce, driving innovation, resilience, and enduring success in the everevolving business landscape.

A people-centric culture is not just an ideal; it's a strategic necessity that paves the way for a brighter future where employees and organizations thrive in harmony.

HRAI MAGAZINE | SEPT 2023 67

INTERVIEW

MUKTA ARORA MANAGING DIRECTOR, ELANCO INNOVATION AND ALLIANCE CENTRE, INDIA (IAC)

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ukta Arora, Managing Director, Elanco Innovation and Alliance Centre, India, has a keen interest in the pharmaceutical sector. With two decades of rich experience, she commands a diverse array of expertise spanning Strategy, HR, Learning and Development, Sales, Marketing, Operations, and Business Development. From crafting Eli Lilly's successful Capability Centre to replicating triumph at Elanco's Innovation and Alliance Centre, Mukta stands as an inspiration to many. Certified in Insights, Situational Leadership, and Mind Mapping, Mukta's leadership philosophy mirrors the wisdom of Stephen Covey.

Mukta, esteemed in the industry, actively lends her contributions to OPPI, CII, and NASSCOM. Serving as a leader within the Elanco Women's Network and the Elanco India Network, she fervently advocates for diversity, equity, and inclusion (DE&I) within the organisation.

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Under Mukta's leadership, the Elanco Innovation and Alliance Centre has grown exponentially with over 41% gender diversity; garnered several internal and external awards for its DE&I foundation and inclusive culture. She strongly believes in engaging hearts and minds to achieve business excellence. As a leader, she strives to create a safe, equitable, and engaging culture that empowers talent to solve challenging problems and leave an indelible impact.

Beyond work, she finds solace in family, gardening, golf, and travel.

What are your organizations top 3 DE&I Initiatives? ur top 3 initiatives are:

1. Elanco Mothers Program- To allow our young mothers to balance their responsibilities as professionals and mothers, we have given special flexibility to all young moms to work from home till their child turns one year old. Outcome-The benefit of this is seen in the happiness and health of our employees and their families. We have seen ZERO attrition among moms returning to work at Elanco.

Higher engagement and productivity are other benefits for the organisation.

2. YIPPEE Program- Young Parents Program for Elanco Employees (YIPPEE) is a unique initiative that supports young parents throughout their parenting journey. It provides infrastructure support, crèche facilities, and integration assistance to expectant and young mothers, promoting a family-friendly workplace.

Through this program we continue to provide support and guidance to our young parents beyond one year, a unique offering that sets it apart from other companies.

3. Women leadership development Program- With 41% of our employee base being women, our EWN chapter is a global leader in setting practices for women's leadership development and Allyship fostering. This network not only connects women with other women and men's leaders but also focuses on skill and business knowledge enhancement through regular workshops.

MUKTA ARORA

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We have a special Program in collaboration with the Kelley School of Business for 30 young women leaders across the globe focused on business leadership skills. In addition, our EWN chapter offers a mentorship program with assigned leaders to all women employees who opt for it. The idea is to offer catalysts for women leaders’ development so that we have a pipeline of leaders ready to fly.

In addition to the aforementioned initiatives, we actively promote our DEI ERG We take pride in our robust Diversity, Equity, and Inclusion Employee Resource Group (DE&I ERG) at IAC. This group serves as a vibrant hub for fostering a culture of belonging, respect, and collaboration within our organisation. Committed to promoting diversity in all its dimensions, the DE&I ERG works diligently to ensure that every voice is heard, and every perspective is valued. By actively engaging employees from various backgrounds and experiences, the group creates initiatives, events, and conversations that amplify understanding, drive positive change, and celebrate the uniqueness that everyone brings to the Elanco IAC community.

The idea is to offer catalysts for women leaders’ development so that we have a pipeline of leaders ready to fly.

HRAI MAGAZINE | SEPT 2023 69

Could you share some of the challenges you've encountered while implementing DEI initiatives, and how you've overcome them?

MUKTA ARORA

T

he DE&I path is paved with challenges, and that makes it a very interesting and challenging opportunity for creativity and impact. Right from the stereotype responses to any efforts to raise awareness of DE&I and create an equitable place to the challenge of measuring real impact. Several efforts get wasted as the focus of organisations shifts towards doing things rather than focusing on the RIGHT THINGS TO DO. Thus, the biggest challenge is to align the organisation towards the real impact we want to see for ourselves in our organisation. Once that alignment is achieved, the right metrics and the right path to achieve it need to be defined. Only then can meaningful progress be made.

Diversity is a given in today’s context. Equity and Inclusion take time to be fully imbibed.

Equity vs. equality is another challenge. Enabling and enhancing people's understanding of the concept and enablers is the first step in this journey.

The multigenerational, multigender workforce of today needs keen eyes, listening ears, and understanding champions at all levels of the organisation to protect their interests.

My way to handle challenges is to keep an open mind, speak honestly and transparently, put the moose on the table, and then take bold actions. As a society, we have already lost a lot of time, and it is

70 HRAI MAGAZINE | SEPT 2023

By actively engaging employees from various backgrounds and experiences, the group creates initiatives, events, and conversations that amplify understanding, drive positive change, and celebrate the uniqueness that everyone brings to the Elanco IAC community. thus imperative that we move with clear intention and the ultimate impact in mind.

DEI efforts often involve addressing unconscious biases. How do you promote awareness and combat biases within your organization?

W

e regularly conduct workshops on unconscious Bias and Microaggressions in our office to sensitise people on what is meant by bias, the various kinds of conscious and unconscious biases we all have, and the best way to combat them. Education is the key here, and then, as a responsible professional, the change is triggered.

We also invest heavily in Cultural and Psychological safety workshops to give people the comfort to speak up and be an ally to someone who is seen as a victim of bias or microaggression at work.

Our core foundational value centres around Respect for others, and this is weaved into our culture as a practice.

We offer several means and forums for employees to speak up against bias, including a hot line and anonymous modes of reporting, and have a policy of zero tolerance for retaliation.

What brings you the most fulfilment in your role as a Diversity, Equity, and Inclusion leader?

I

NCLUSION. I believe an inclusive workspace is the best recipe for engagement and productivity. If we manage to engage the hearts of our employees, their minds will follow and deliver the best outcomes for business. Hearts get engaged when we all feel included and valued in our organisation. To see our employees, speak about change, bring about innovation, and talk about our culture brings stars to my eyes, as this is the outcome I want to see as a leader.

Lastly, what is the message that you have for our readers?

A

s you work on DE&I, focus on the basics—the basic values of respect, integrity, and excellence. This is what will get us to the heart of inclusion. Respect diversity, stay honest and fair to ensure equitable opportunities for all, and deliver the programs with integrity and excellence to achieve some meaningful outcomes that you can be proud of.

Do not just get lost in the calendar of activities. Rather, Create a calendar for real Impact.

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Magazine

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UPCOMING EDITION:

"HR Trends and Future Outlook"

HRAI MAGAZINE | SEPT 2023 71

CULTURE OF AN ENTERPRISE IS DEFINED BY THE SUM OF THE BEHAVIORS OF ALL ITS PEOPLE.

NITIN DHINGRA CHIEF DIGITAL OFFICER & VP, SOMANY IMPRESA GROUP (HINDWARE)

FEATURED ARTICLE

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EOPLE-CENTRIC CULTURE: EMPOWERING THE WORKFORCE FOR DIGITAL TRANSFORMATION

ABOUT THE AUTHOR

Nitin, VP-Digital Transformation at Somany Impresa Group, is a seasoned leader driving tech initiatives for growth, efficiency, and customer experiences.

Collaborating with CXOs, he shapes aligned digital strategies, inspiring teams with vision and effective leadership. His expertise in enterprise apps and emerging tech fuels scalable in-house solutions. Nitin delivered 200+ successful tech projects, achieving savings, productivity, and customer satisfaction. He's a recognized speaker and honored with Top 23 Tech Leaders Award and CDO of the Year 2023 for automation, data, CX, and Industry 4.0.

HRAI MAGAZINE | SEPT 2023 73

I

ntroduction:

FEATURED ARTICLE

In the ever-evolving digital landscape, digital transformation has become a necessity for organizations to thrive. At Somany Impresa Group, we recognized this imperative, our digital teams led our efforts to instil a people-centric culture with a digital mindset. In this article, I will take you through the key aspects of our digital capability building program, which fostered a positive work environment, embraced innovation, and championed diversity and work-life balance.

The Cornerstone of Digital Transformation: Building Our digital transformation journey hinged on equipping our workforce with the right digital capabilities. It was essential to nurture a digital mindset that viewed technology as an enabler and a catalyst for innovation.

Challenges and Opportunities in Implementing Digital Capability Building Initiatives Implementing digital capability building initiatives came with its challenges. We aimed to ensure active participation and engagement from our employees, which required personalized approaches. Collaborating with external subject matter experts, we co-created specialized course content to cater to the diverse needs of our workforce.

Empowering Employees: Collaborative Efforts for Digital Capability Building Our success in digital capability building was a result of the collaborative efforts put forth by our entire organization. Webinars led by me,

74 HRAI MAGAZINE | SEPT 2023

and real-life case studies shared by our team leads, inspired creativity and innovation. Interactive quizzes increased awareness, while idea crowdsourcing promoted a culture of continuous improvement. Our learning sessions fostered collaboration between our business and IT teams, ensuring a well-rounded and digitally aware workforce with business acumen.

Fostering Collaboration and Knowledge Sharing: To promote a culture of collaboration and knowledgesharing, we organized internal workshops, digital communities, innovation challenges, and knowledge-sharing events.

Investing in advanced digital collaboration tools further facilitated seamless communication and real-time collaboration. Importantly, we ensured that our learning initiatives were accessible remotely, allowing our employees to pursue their professional development while maintaining a healthy work-life balance.

The Transformational Impact: Results of Digital Capability

OUR COMMITMENT TO DIVERSITY AND INCLUSION, EXEMPLIFIED BY THE ACTIVE INVOLVEMENT OF INTERNS IN CROSSFUNCTIONAL TEAMS, FOSTERED A MORE INCLUSIVE WORKFORCE THAT EMBRACED VARIED PERSPECTIVES Building Our digital capability building efforts bore significant fruit.

We successfully initiated over 200 digital initiatives, with more than 80 of them implemented, and we generated over 220 new ideas. These initiatives not only improved customer experiences and productivity but also contributed to our overall organizational growth, underscoring the immense value of investing in digital capability building. Furthermore, our commitment to diversity and inclusion, exemplified by the active involvement of interns in cross-

As we look to the future, we are committed to expanding our digital capability-building program to encompass more advanced topics and specialized skills, including data analytics, cybersecurity, and emerging technologies like Open AI. The growing interest in digital initiatives from various departments and overseas offices is a testament to the trust our employees place in these programs. Moreover, our dedication to involving interns in our initiatives further reinforces our commitment to diversity and inclusion.

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functional teams, fostered a more inclusive workforce that embraced varied perspectives Nurturing a Culture of Continuous Learning and Adaptability:

Conclusion: At Somany Impresa Group, our journey toward a people-centric culture and a digitally empowered workforce has been transformative. By embracing technology, promoting collaboration, and fostering work-life balance and diversity, we unlocked the full potential of our employees. The success of our digital capability building program is evident in the significant growth, improved customer experiences, and continuous innovation we have achieved. As organizations embrace digital transformation, I hope our story may suggest some cues around profound impact a people-centric approach can have in shaping a brighter and more prosperous digital future.

HRAI MAGAZINE | SEPT 2023 75

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UILDING A PEOPLE-CENTRIC CULTURE: THE BLUEPRINT FOR SUCCESS IN THE MODERN WORKPLACE

ABOUT THE AUTHOR

Srinath Gururajarao is the Senior VP of HR at Simpleenergy, a forward-looking electric mobility R&D company. He's a strategic HR leader with 26+ years of experience, leading HR operations for rapid EV company growth. He's been named a top people manager by Forbes India and a global thought leader by People Hum Singapore. Srinath holds 7 HR IPs, and previously held leadership roles at Nexval, Capgemini, Srei, and Tech Mahindra across IT, banking, media, and EV manufacturing sectors. He played a key role in establishing one of the world's largest EV manufacturing units and is an accomplished Carnatic musician.

76 HRAI MAGAZINE | AUG 2023

IT MIGHT SEEM LIKE ALGORITHMS AND ROBOTS ARE THE FUTURE. YET, THE LIFEBLOOD OF ANY ORGANIZATION REMAINS ITS PEOPLE.

SRINATH GURURAJARAO SVP-HR, SIMPLE ENERGY

I

FEATURED ARTICLE

n the era of technological advancement and artificial intelligence, it might seem like algorithms and robots are the future. Yet, the lifeblood of any organization remains its people.

Building a people-centric culture has never been more crucial. As the business landscape evolves, there's a clear trend emerging: those organizations that place their people at the centre of their strategy are the ones that thrive This goes beyond perks and benefits; it's about creating an environment where employees feel genuinely valued, empowered, motivated and inspired to give their best.

These companies understand that their most valuable assets are not just their products or services but their people, let us dive into the crucial components of such a culture, illustrated with best practices from industry leaders.

Why a People-Centric Culture Matters?

There is a simple truth in the business world: happy employees lead to delighted customers, which in turn results in success and growth for the company.

Employees who believe in the company's mission and feel that their contributions are valued will undoubtedly be more productive, creative, and committed.

Fostering Open Communication Open channels of communication are the bedrock of a thriving company culture. Encouraging employees to voice their opinions, concerns, and ideas without fear of repercussions fosters a sense of belonging. Transparency from leadership, in turn, builds trust.

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Weekly check-ins, town hall meetings, and open-door policies can help cultivate this. Take Netflix as an example. Their culture is built on 'Freedom and Responsibility.' They trust their employees to make decisions and expect them to communicate openly. By doing so, they have built a culture where feedback, both positive and negative, are welcomed and acted upon.

Promoting Work-Life Balance: WorkLife balance is more than Flexibility.

Burnout is real, and it is detrimental.

By promoting a work-life balance, companies not only ensure the wellbeing of their staff but also maintain elevated levels of productivity. This can be achieved by flexible working hours, ensuring that employees take their annual leave, and promoting wellness initiatives. Recognizing that employees have commitments and passions outside of work is a testament to respecting them as holistic individuals. While the concept of work-life balance has been around for years, companies like Basecamp have set a new standard. With a 4day work week in the summer and providing employees with vacation stipends, Basecamp sends a clear message: rest and rejuvenation are essential for peak performance.

Opportunities for Growth and Development: Beyond the Job Description In a rapidly evolving world, learning and development are

pivotal. Organizations that prioritize continuous learning empower their employees to upskill, adapt, and innovate. This could be in the form of workshops, online courses, or even sabbaticals to pursue higher education.

When employees see a path for growth within the company, they are more likely to stay committed overall.

Google's 20% time' is a famous example. Employees are encouraged to spend 20% of their time on projects they are enthusiastic about, even if it is not related to their primary job functions. This initiative has not only led to the development of new products but has also empowered employees to think innovatively and grow in their roles.

REST AND REJUVENATION ARE ESSENTIAL FOR PEAK PERFORMANCE. Recognising and Rewarding Achievements: Celebrating the Small Wins Everyone wants to feel acknowledged for their hard work and dedication.

Regular recognition—whether through monetary bonuses, awards, or even a simple ‘thank you’—goes a long way.

This boosts morale and reinforces the

kind of behaviour and outcomes the company values. Starbucks has a 'Partner of the Quarter' program where outstanding employees (referred to as 'partners') are nominated by their peers for recognition. By celebrating these achievements, Starbucks reinforces the behaviours and values they hold dear.

Accenture stands out in its commitment to a diverse workforce.

With goals like achieving a genderbalanced workforce by 2025 and regular transparent reports on their progress, they are paving the way for how large corporations should prioritize and promote diversity and inclusion.

he Role of Leadership: Walking the Talk & Talking the Walk A people-centric culture begins at the top. Leaders should lead by example, embodying the values they want to see within their organization.

Authenticity, vulnerability, and empathy are traits that inspire trust

Conclusion Building a people-centric culture is not a mere trend—it is the only way forward for organizations that aspire to be successful in this new age. By focusing on open communication, work-life balance, growth opportunities, recognizing achievements, and emphasizing diversity and inclusion, companies can ensure they are not only attracting the best talent but also retaining and nurturing them.

In a world where companies are in a fierce race to attract and retain top talent, a people-centric culture is not just a 'nice-to-have'—it is a necessity. theoretical concept—it is practical, actionable, and immensely beneficial.

These companies have not only experienced increased employee satisfaction but have also seen positive impacts on innovation, customer satisfaction, and overall growth.

In a world where companies are in a fierce race to attract and retain top talent, a people-centric culture is not just a 'nice-to-have'—it is a necessity.

As more companies adopt this approach, it will inevitably become the gold standard for how successful organizations operate. Will yours be among them?

FEATURED ARTICLE

Encouraging Diversity and Inclusion: Embracing Differences as Strengths A diverse workplace is a strong workplace. Different perspectives foster creativity and innovation. It is essential to not only hire a diverse workforce but to ensure they feel included and valued. This requires training, open discussions about unconscious biases, and initiatives that celebrate various cultures, backgrounds, nd experiences.

and loyalty. Leadership plays a pivotal role in cultivating a peoplecentric culture. Satya Nadella's tenure as Microsoft's CEO has seen a significant shift in the company's culture. Under his leadership, Microsoft has emphasized empathy, learning from failures, and focusing on the growth mindset. The result?

A more collaborative, open, and innovative organization.

In this age, where skills and knowledge can be quickly outsourced or automated, the true competitive advantage lies in a motivated, empowered, and valued workforce. The examples above showcase that a people-centric approach is not just a

HRAI MAGAZINE | SEPT 2023 79

INTERVIEW

VENKAT SWAROOP ASSOCIATE DIRECTOR TEKWISSEN

V

enkat J Swaroop, an accomplished Talent Acquisition Pro with a decade's experience, leads global teams at Tekwissen Group. Prioritizing trust, growth, and collaboration, he excels in rapid engineering and knowledge-sharing. With strengths in strategy, communication, and key accounts, he's managed diverse Staff Augmentation projects and 300+ member teams.

Renowned for cross-cultural recruitment, he evolves HR expertise, garnering honors like "Top 100 Influential Leaders 2023," "40 Under 40" by HRAI, Glaze Iconic Awards 2023, and "World's Best Recruiters" 2021 - RChilli. Venkat fosters mindful, growth-oriented environments valuing people.

Connect for collaboration.

Giveaway

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WARDS 2023

CONCEPTUALIZED BY:

What are your organizations top 3 DE&I Initiatives?

activities that help employees to identify their own biases and to develop strategies for mitigating their impact. For example, one exercise might involve asking employees to make decisions about who to hire for a job without knowing the candidates' names or other identifying information. This helps employees to see how their biases can influence their decisions even when they are not aware of them.

• Employee resource groups (ERGs): WOW committee, which is an Employee Resource Group, dedicated to supporting and empowering women within our organization. Its mission is to foster a more inclusive and diverse workplace where women can thrive both personally and professionally.

• Inclusive hiring practices: We take immense pride in cultivating a workplace that celebrates diversity in all its forms.

These practices help to ensure that all candidates are evaluated fairly, regardless of their gender, race, or ethnicity.

Tekwissen uses hiring panels that are made up of people from different backgrounds and experiences and structured interviews that are designed to be fair and unbiased. These interviews include a set of questions that are asked to all candidates, regardless of their gender, race, or ethnicity.

VENKAT SWAROOP

U

• nconscious bias training: Tekwissen offers unconscious bias training to all employees. This training helps employees to understand how unconscious bias works and how it can affect their decision-making. The training includes a variety of interactive exercises and

THEME PARTNER:

Could you share some of the challenges you've encountered while implementing DEI initiatives, and how you've overcome them?

I

mplementing a successful Diversity, Equity, and Inclusion (DE&I) initiative can be a complex and multifaceted endeavor. Some of the key challenges we faced when implementing DE&I initiatives are mentioned below: a. Unconscious Bias: Unconscious bias can play a role in all aspects of the workplace, including hiring, promotion, and performance evaluation. It is important to be aware of unconscious bias and to take steps to mitigate its impact on DEI HRAI MAGAZINE | SEPT 2023 81

initiatives. I have addressed this challenge by developing and implementing training programs with support of the L&D teams on unconscious bias for employees at all levels of the company.

VENKAT SWAROOP

b. Resistance to change: Some employees may resist change, especially if they feel that DEI initiatives are not relevant to them or that they are being asked to change their behavior. It is important to address these concerns head-on and to provide employees with the support they need to make the necessary changes. I have addressed this challenge by communicating with employees about the importance of DEI initiatives and by providing them with training and resources to help them understand and embrace these initiatives. c. Fear of Repercussions: Fear of repercussions can be a challenge for implementing DEI initiatives.

Employees may be afraid of losing their jobs, being demoted, or being passed over for promotions if they speak up about discrimination or harassment. This fear can discourage employees from reporting incidents of discrimination or harassment, which can make it difficult to address these issues.

Despite these challenges, it is important to address the fear of repercussions in order to successfully implement DEI initiatives.

DEI efforts often involve addressing unconscious biases. How do you promote awareness and combat biases within your organization?

W

e believe that it is important to address unconscious bias in order to create a more diverse, equitable, and inclusive workplace. Here are some of the ways that we promotes awareness and combats biases within our organization: • Unconscious bias training: Employees need to be educated about unconscious bias so that they can recognize it and know how to respond. This training helps employees to understand how unconscious bias can affect their decision-making and to develop strategies for mitigating its impact.

• Employee resource groups (ERGs): We have a WOW committee, which is an Employee Resource Group, dedicated to supporting and empowering women within our organization. Its mission is to foster a more inclusive and diverse workplace where women can thrive both personally and professionally.

• Inclusive hiring practices: By actively seeking candidates from diverse backgrounds, we tap into a

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I believe that DEI is essential for creating a more just and equitable world, and I am passionate about working to make that happen. broader talent pool and foster a more inclusive work environment. Evaluating the effectiveness of these practices involves analyzing the diversity of new hires, reviewing the recruitment process for potential biases, and ensuring that equitable opportunities are provided to all candidates.

• Inclusive workplace culture: Tekwissen is committed to creating an inclusive workplace culture where everyone feels welcome and respected. This includes providing employees with opportunities to learn about different cultures and perspectives, and to celebrate diversity.

• Advocate for diversity and inclusion: Leaders need to be visible advocates for diversity and inclusion. This means speaking out against bias and discrimination, and creating a culture where everyone feels welcome and respected.

What brings you the most fulfillment in your role as a Diversity, Equity, and Inclusion leader?

W

hat brings me the most fulfillment in my role as a Diversity, Equity, and Inclusion leader is seeing the positive impact that DEI can have on individuals and organizations.

I believe that DEI is essential for creating a more just and equitable world, and I am passionate about working to make that happen. I am grateful to have the opportunity to work in a role that allows me to make a positive impact on individuals, organizations, and society..

Here are some additional thoughts on what brings me the most fulfillment in my role as a Diversity, Equity, and Inclusion leader: • Creating Change: Leading initiatives that drive meaningful change in organizational culture, policies, and practices to promote diversity and equity.

When forming teams, try to mix up people from different backgrounds and with different perspectives.

This will help to create a more inclusive and diverse work environment.

• Empowering Others: Empowering marginalized and underrepresented groups to have a voice, be heard, and achieve their potential.

• Building Relationships: Developing relationships with colleagues, employees, and stakeholders to collaboratively address DE&I challenges and create a sense of unity.

M

y message for our readers is that diversity, equity, and inclusion (DEI) are essential for a successful and sustainable workplace. DEI initiatives can help organizations to attract and retain top talent, improve employee satisfaction and engagement, and create a more innovative and creative work environment. In the future, DEI will become even more important as the workforce becomes more diverse. Businesses that fail to embrace DEI will be at a competitive disadvantage.

Here are some specific things that your readers can do to promote DEI in their workplaces: • Promote pay equity. Organizations should make sure that they are paying their employees fairly, regardless of their race, gender, or other protected characteristics.

• Acknowledge holidays of all cultures. Organizations should acknowledge holidays of all cultures and make sure that employees feel comfortable celebrating their own cultures in the workplace.

• Make it easy for your people to participate in employee resource groups. Employee resource groups (ERGs) can provide support and mentorship to employees, and they can also help to promote DEI within the organization.

• Mix up your teams. When forming teams, try to mix up people from different backgrounds and with different perspectives. This will help to create a more inclusive and diverse work environment.

VENKAT SWAROOP

• Continuous Learning: Engaging in ongoing learning and self-awareness to better understand the complexities of DE&I issues and staying informed about evolving best practices.

Lastly, what is the message that you have for our readers?

• Overcoming Challenges: Successfully navigating challenges and obstacles related to DE&I, knowing that addressing these issues contributes to a more just and inclusive society.

• Cultural Transformation: Being part of a cultural transformation within an organization that embraces diversity as a core value and recognizes the importance of equitable and inclusive practices. I am proud to be a Diversity, Equity, and Inclusion leader, and I am committed to continuing to work to make a positive impact on the world.

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FEATURED ARTICLE

BY VENKAT SWAROOP

TOPIC

B

FEATURED ARTICLE

UILDING A PEOPLE-CENTRIC CULTURE: NURTURING BRILLIANCE IN EVERY INDIVIDUAL

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n the ever-evolving landscape of today's workplaces, the key to unlocking unprecedented success lies in building a people-centric culture. A people-centric culture revolves around creating a positive and supportive work environment where employees feel valued, motivated, and empowered to contribute their best. It involves fostering open communication, promoting work-life balance, providing opportunities for growth and development, recognizing and rewarding achievements, and encouraging diversity and inclusion.

Irrespective of your role within an organization, each individual possesses the power to shape such a culture and nurture brilliance in every team member. In this article, we embark on a journey to explore how you, as a driving force, can cultivate a culture that fosters a symphony of brilliance within every individual.

Understanding the Core Principles: 1. Creating a Positive and Supportive Work Environment: At the heart of a people-centric culture lies the creation of a positive and supportive work environment. It starts with a commitment to foster a culture of trust, respect, and empathy. Leaders and team members must prioritize open communication, constructive feedback, and active listening. A

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supportive environment enables individuals to express themselves freely, take calculated risks, and share their ideas without fear of judgment.

2. Valuing Employees and Their Contributions: In a people-centric culture, employees are more than just resources; they are the driving force behind organizational success. As an organization, it is vital to recognize the worth of each team member and their unique contributions. Showing genuine appreciation for their efforts boosts morale, enhances job satisfaction, and nurtures a sense of belonging.

3. Empowering Individuals Through Open Communication and Decision-Making: Empowerment is the lifeblood of a people-centric culture. Encouraging open communication at all levels allows individuals to voice their opinions, concerns, and ideas freely. Leaders must embrace transparency and involve employees in decision-making processes, giving them a sense of ownership and responsibility. This not only fosters a culture of collaboration but also enables continuous improvement and innovation.

Fostering Work-Life Balance: 1. The Significance of Work-Life Balance in Employee Well-Being and Satisfaction: Achieving a healthy work-life balance is crucial for both employees' well-being and organizational success.

Burnout and stress due to excessive workload can lead to decreased productivity and high turnover rates.

Striking a harmonious balance between work and personal life enables individuals to recharge, leading to increased creativity, engagement, and job satisfaction.

Celebrating achievements, both big and small, fosters a sense of pride and accomplishment among team Members. working hours, telecommuting options, and generous paid time off can significantly impact employees' lives.

Encouraging employees to use their vacation days and providing resources for managing stress and well-being can also contribute to a healthier work-life balance.

Providing Opportunities Development:

for

Growth

and

retaining valuable employees.

Recognizing and Rewarding Achievements: 1. Building a Culture of Appreciation and Recognition: A culture of recognition and appreciation is a powerful motivator for employees. Celebrating achievements, both big and small, fosters a sense of pride and accomplishment among team members. Recognizing exceptional performance reinforces positive behavior and encourages others to strive for excellence.

2. Different Approaches to Rewarding Exceptional Performance: Organizations can adopt various methods of recognition, such as peer-to-peer recognition, employee of the month awards, or performance-based bonuses. Customizing rewards to individual preferences can make the recognition more meaningful and impactful.

1. Importance of Continuous Learning and Skill Development: A people-centric culture prioritizes individual growth and development. Encouraging employees to continuously learn, upskill, and expand their knowledge base not only benefits them personally but also enhances their performance within the organization. A focus on professional development contributes to building a workforce that is adaptive, innovative, and forward-thinking.

Embracing Diversity and Inclusion:

2. Implementing Training Programs, Mentorship, and Career Advancement Opportunities: As an organization, invest in comprehensive training programs that cater to employees' learning needs.

Mentoring and coaching initiatives can provide invaluable guidance and support for personal and professional growth. Additionally, creating clear career paths and providing advancement opportunities demonstrates a commitment to nurturing talent and

2. Strategies for Fostering an Inclusive Culture that Embraces Diversity: Creating an inclusive culture requires a conscious effort from all levels of the organization. Promote diversity and inclusion through diversity training, unbiased hiring practices, and diverse leadership representation. Encourage open dialogue about diversity-related topics, and establish employee resource groups that celebrate different identities and cultures.

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2. Strategies for Promoting Work-Life Balance Within the Organization: Organizations can promote work-life balance through various initiatives. Offering flexible

1. The Benefits of Diversity in the Workplace: A people-centric culture thrives on diversity and inclusion.

Diverse teams bring a wide array of perspectives, experiences, and problem-solving skills, leading to more creative and innovative solutions. Embracing diversity also promotes a culture of equality and respect, which encourages individuals to express their authentic selves.

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Leading by Example: The Role of Managers and Leaders: 1. The Responsibility of Leaders in Shaping the Organizational Culture: Leadership plays a pivotal role in shaping the organizational culture. Leaders must lead by example, embodying the values of a people-centric culture and fostering a culture of trust, respect, and empathy. They should prioritize the well-being and growth of their team members, and champion a culture of transparency and open communication.

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2. Tips for Leaders to Embody and Promote a PeopleCentric Mindset: Lead with empathy and actively listen to your team members. Support their growth and development by providing constructive feedback and mentorship.

Recognize and appreciate their efforts, and celebrate their achievements.

Promote diversity and inclusion through diversity training, unbiased hiring practices, and diverse leadership representation.

Measuring Success: Metrics and Key Performance Indicators (KPIs): 1. Identifying Relevant KPIs to Gauge the Effectiveness of a People-Centric Culture: Measuring the success of a people-centric culture requires identifying relevant KPIs, such as employee engagement levels, turnover rates, productivity, and employee satisfaction surveys.

2. Methods for Collecting Feedback and Measuring Employee Satisfaction: Use regular employee surveys, focus groups, and oneon-one feedback sessions to gather insights and gauge employee satisfaction. Leverage this feedback to make data-driven decisions and continuously improve the culture.

Overcoming Challenges and Obstacles: 1. Identifying Common Challenges in Building a PeopleCentric Culture: Implementing a people-centric culture can encounter various challenges, such as resistance to change, lack of buy-in from top management, and ingrained cultural norms. Identifying these challenges is the first step towards finding effective solutions.

2. Strategies for Overcoming Resistance and Creating Lasting Change: Address resistance through effective communication, showcasing the benefits of a people-centric culture, and demonstrating successful outcomes through pilot programs. Gain support from top management and involve employees in the change process to foster ownership and commitment.

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In conclusion, building a people-centric culture is not just a strategic endeavor but a transformational journey that empowers every individual to thrive. By fostering a positive and supportive work environment, valuing employees' contributions, promoting work-life balance, providing growth opportunities, recognizing achievements, and embracing diversity and inclusion, we orchestrate a symphony of brilliance within each team member. As we lead by example and overcome challenges, we create an environment where creativity, innovation, and collaboration flourish. Together, we embark on this collective pursuit of excellence, where every note of appreciation, empowerment, and belonging harmonizes to shape a remarkable organizational culture that drives success, inspires greatness, and transforms lives.

CONTEST BY HRAI

PARTICIPATE AND WIN! Review the question below and share your response.

NOTES: 1: Email us your response at team@hrassociationofindia.com 2: The best response will get a gift voucher of INR 2000/-

HRAI MAGAZINE | SEPT 2023 87

PARTICIPATE AND WIN

Can you share a situation where you've seen your company values in action?

INTERVIEW

KAMAL BALI PRESIDENT & MD, VOLVO GROUP INDIA.

K

amal has been spearheading reputed Indian as well as multinational organisations as President & CEO for over two decades. Since April 2014, he is the Managing Director and the President of Volvo Group in India. An alumnus of St. Joseph’s Academy, Dehra Dun (1975) and IIT Roorkee (1981), Kamal has had an illustrious career spanning over 40 years, largely in automotive and engineering industry.

In December 2019, Kamal was Knighted and awarded one of Sweden’s highest honour in the Royal Order of the “Polar Star: Commander” by Their Majesties, the King and Queen of Sweden for his untiring support to the Swedish commerce & industry in India. Respected for his values’ based leadership and strong ethos, he is also the recipient of the prestigious “2019 Machinist Lifetime Achievement Award” by the Times of India Group for his outstanding contribution in the field of Manufacturing. Kamal was also felicitated with the Economic Times Inspiring CEO 2021.

Giveaway

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WARDS 2023

CONCEPTUALIZED BY:

What are your organizations top 3 DE&I Initiatives?

W

customer base.​Our top three initiatives are: i.To reinforce a culture of inclusion for attraction, better engagement and retention of our diverse workforce – This entails Equal Opportunity Employer policy, Strong Inclusion & Diversity Council, D&I sessions & trainings across levels, ERGs for PwD, LGBTQ+ communities, inclusive and gender-neutral policies

ii.To address the challenge on representation of women in the entry level vs mid-career and above levels – This includes ExcelHer – a unique 9 months women returnship program, LeanIn circles which is a peer to peer women networking platform, mPowHer which is our year long women leadership program

iii.To address the challenge on under representation of women in our factories when compared to the Global Competency Centre – Programs like Women in Manufacturing which breaks stereotypes and myths to prove that women can take up manufacturing jobs, and women apprenticeship program to build a talent pool and create a strong pipeline of women industrial workers.

KAMAL BALI

e believe that with a diverse workforce, we boost our performance with better decision making and cutting-edge innovation; and are better at listening to and connecting with our diverse

THEME PARTNER:

Could you share some of the challenges you've encountered while implementing DEI initiatives, and how you've overcome them?

B

eing a global commercial vehicle manufacturer, we face challenges to attract and retain women talent from this background. The transport and infrastructure industry and our business has traditionally had a gender imbalance – and still does. we are committed to establishing the essential base for inclusion, which is a much healthier gender balance. We are ensuring that all our people & culture practices – such as recruitment, reward, recognition, learning and growth - reflect our ambitions and support our commitment. We are looking at our infrastructure in the factories to make it more gender balanced and not skewed in favour of one gender, for example the movement of heavy HRAI MAGAZINE | SEPT 2023 89

equipment to be automated, ergonomics to be adjusted to accommodate heights of different genders so that we are considering physical capabilities of all genders. Since availability of women talent is limited in mechanical related streams, we look at hiring women from other adjacent domains and streams and develop them accordingly.

KAMAL BALI

Also tapped into alternate sources of hiring such as women on career break and people with diverse abilities.

We also continuously work on changing the mindset of employees through several DEI initiatives through awareness sessions & human process labs. We also work on developing women talent especially across building leadership, business mindset as well as overcoming Imposter Syndrome.

We cannot make better decisions, if we do not have diverse perspectives on the table, expressed in a respectful environment, discussed on their merit and decided collectively.

DEI efforts often involve addressing unconscious biases. How do you promote awareness and combat biases within your organization?

A

s a global player, we pick up the weak signals of new trends faster thanks to our diverse networks.

Tremendous energy, commitment and passion come with our diverse perspectives. They are essential to making smart decisions and ultimately making our company purpose come true. To continuously move the needle on DEI, we provide leaders and employees the chance to master inclusive skills. We work to combat unconscious-bias impacts and we implement strategies to increase our diversity, to truly reflect the diverse

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world we operate in. We have a committed Country Management Team which walks the talk by exhibiting the right inclusive behaviors. Touchpoint dialogues are encouraged across levels even amongst peers to tackle biases transparently. We encourage flexibility so working men can manage their home responsibilities, just as women do. We create equitable leadership development opportunities and strive for 35-50% of each gender in all our teams.​We conduct sessions on Unconscious Bias and Diversity and Inclusion Leadership trainings for managers, who gain knowledge on how they can practice inclusive leadership, overcome biases and thereby foster an inclusive work climate. Our Inclusion score through engagement survey has increased by 15% over the past 2 years and we have same scores for all genders.

Lastly, what is the message that you have for our readers?

T

he world is going through a phase of predictable unpredictability, with ‘uncertainty’ the new normal, especially with the consequences of protracted war in Ukraine, economic slowdown and high inflation in many parts of the world, extreme weather events, rapid technology disruptions and pandemic induced rise in inequity. Amidst this global churn, India has shown resilience and has been outlier not only because of economic performance but also because of socioeconomic reforms, financial inclusion, etc. Clearly, today India is in spotlight due to several good reasons.

I, therefore, wish to reiterate to the HR fraternity that we have this unique and rare window of opportunity in the global landscape, and we must take lead and make a mark on the back of 6Ds, namely; Favorable Demography, Stable Democracy, Digitally savvy talent, commitment to Decarbonization, Embracing Diversity and Digital transformation.

WHAT OUR READERS THINK..

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ADDERS & BRIDGES: CREATING OPPORTUNITIES FOR GROWTH AND CROSSFUNCTIONAL LEARNING

ABOUT THE AUTHOR

Harshal Goyal is an adept sales leader and HR innovator. He assists clients in achieving HR and talent goals through customized solutions. His expertise in market trends and data-driven insights ensures effective problem-solving.

Harshal excels in overcoming talent challenges, bolstering engagement, and enhancing employer branding across various pools. With a strong educational background from IIM Bangalore, London Business School, and Alliance University, he brings valuable insights to HR strategies.

Recognized for his industry knowledge, Harshal thrives in today's competitive landscape. His passion lies in simplifying complex HR problems and keeping companies ahead of evolving trends.

92 HRAI MAGAZINE | AUG 2023

EMPATHY IS NOT A STATIC GOAL BUT A CONTINUOUS JOURNEY.

HARSHAL GOYAL VP- TALENT SOLUTIONS, NLB SERVICES

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n the bustling corridors of the modern workplace, everyone seeks growth. But growth isn't just about climbing the traditional career ladder; it's also about stretching outwards, reaching across departments, and gaining diverse experiences. This concept, often visualized as both ladders (vertical growth) and bridges (horizontal or cross-functional learning), is the cornerstone of a truly dynamic and enriching work environment.

Imagine working in a place where each day not only offers a step up in responsibilities and challenges but also a chance to peek into a new world—a different department, a unique skill, or a fresh perspective.

That's the magic of a workplace that champions both ladders and bridges. It's like a vibrant marketplace of opportunities, where one can both ascend in their specialty and weave through the rich tapestry of the organization's diverse functions.

However, as inviting as it sounds, creating this dual path requires intent, effort, and a deep understanding of human aspirations. For businesses and leaders who genuinely value their people, crafting such a culture isn't just a strategic move; it's a commitment. A commitment to ensure every individual feels valued, sees a clear trajectory for their ambitions, and is equipped with the tools and opportunities to traverse both upwards and sideways.

The Dual Paths of Career Development When we think about career growth, many picture a ladder, where each rung represents a step up, leading to higher roles and responsibilities. This upward climb, known as vertical growth, is essential. It's about gaining depth, mastering one's field, and taking on greater challenges.

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But there's another path, less talked about but equally vital. Imagine walking across a bridge that connects different islands, each representing a unique department or skill in an organization. This is horizontal growth, or cross-functional learning. It's about breadth, experiencing varied roles, understanding different departments, and gaining a broader perspective of the organization.

Together, these two paths – ladders and bridges – offer a holistic approach to career development. While the ladder empowers us to go deep into our specialties, the bridge widens our horizons, making us well-rounded professionals. It's a journey both upwards and outwards, enriching our career landscape.

Celebrating achievements, both big and small, fosters a sense of pride and accomplishment among team Members.

Benefits of Cross-Functional Learning Imagine you're playing a team sport, like basketball.

If you're great at shooting but also know how to defend, your value on the court goes up. Similarly, in the workplace, having knowledge beyond your main role makes you more versatile.

Cross-functional learning, or learning across different job roles, has some clear benefits: Adaptability: Like a Swiss Army knife, you become a multi-tool, ready for various tasks. This makes you flexible in changing situations.

Teamwork: When you understand what your colleagues do, you collaborate better. It's easier to pass the ball when you know where your teammate stands.

Innovation: Mixing ideas from different areas often leads to fresh, exciting solutions. Think of it as adding different colors to a painting, making it richer and more vibrant.

In simple terms, cross-functional learning adds layers to your skills, making you a more valuable player in the team game of work.

Strategies for Implementing Vertical Growth (Ladders) When we talk about vertical growth, think of a plant.

To grow tall and strong, it needs sunlight, water, and nutrients. Similarly, to grow in our careers, we need the right support and tools. Here's how businesses can help their employees reach new heights:

In essence, vertical growth is about diving deeper, strengthening one's roots in their field, and reaching upwards, always aspiring for that next big step.

Strategies for Facilitating Horizontal Growth (Bridges) Imagine a river with many islands. To explore them all, you need bridges. Similarly, in a company, to understand its various parts, you need opportunities to cross over. Here's how businesses can build these bridges for employees: 1. Rotational Roles: Think of it as a short visit to a new island. Employees spend time in different departments, learning new tasks and understanding varied roles.

2. Team Projects: When people from different islands come together, magic happens. Cross-departmental projects allow employees to collaborate, sharing skills and insights.

3. Skill Sharing: Picture a marketplace where everyone shares their crafts. Holding sessions where employees teach and learn from each other can be a great way to exchange skills.

In short, horizontal growth is about exploring the vast landscape of the organization. It's a journey across, understanding the big picture, and adding more tools to one's toolkit.

Creating a Supportive Environment for Growth Think of a garden. For plants to thrive, they need the right soil, sunshine, and care. Similarly, employees blossom in a supportive setting. Here's how to cultivate such an environment: Feedback Loops: Like checking if a plant needs water, regular check-ins help understand employees' needs and guide them.

Recognition: Celebrate growth moments, big or small. It's like praising a plant for its first bloom.

Growth Mindset: Encourage curiosity and learning.

When a garden is open to new plants and methods, it flourishes.

In essence, a nurturing atmosphere helps employees grow confidently, ensuring they have the tools and care they need.

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1. Experienced mentors. These mentors guide, share wisdom, and help navigate career challenges.

2. Clear Goals: Plants need sunlight to aim for.

Similarly, employees should have clear, achievable goals. Knowing what’s expected and what the next step looks like helps in focused growth.

3. Training: Just as plants need nutrients, employees thrive with learning opportunities. Workshops, courses, and sessions equip them with the skills needed for higher roles.

Promote diversity and inclusion through diversity training, unbiased hiring practices, and diverse leadership representation.

Conclusion In the journey of professional growth, both the heights we reach (Ladders) and the bridges we build (Bridges) are crucial. An organization that values its people will always pave paths for them to soar upwards while also connecting them across various horizons. By accepting these dual facets of development, companies not only enrich their workforce but also weave a tapestry of diverse skills and perspectives. As we've discovered, a truly people-centric culture is where each individual feels empowered to climb and connect. And in this harmonious blend of ambition and collaboration, both the individual and the organization find their path to success.

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URTURING A HUMANCENTERED ORGANIZATIONAL CULTURE

ABOUT THE AUTHOR

Manan Jain is the Global Lead - HR People Partner & Experience at YASH Technologies, a prominent global IT services organization. With over 13 years of experience primarily in IT & ITes, he's a visionary leader skilled in planning, strategizing, and successful execution. His 12+ years at YASH have notably contributed to the company's recognition as a Top 100 Company to Work For, receiving numerous awards and accolades, including AON Hewitt's Best 25 Employer in India. Known as MJ, he's a recognized industry expert, honored with titles like LinkedIn's Top Mentoring Voice and HR Technology Leader of the Year 2021 by HRAI. Holding a Post Graduate Diploma in HRM from NMIMS-SDL, he's certified in various leadership and HR disciplines. Outside work, he's an avid theatre enthusiast, heading his own group, Rang Mastaaney. Based in Hyderabad, he enjoys travel, music, and films.

96 HRAI MAGAZINE | AUG 2023

EMPATHY IS NOT A STATIC GOAL BUT A CONTINUOUS JOURNEY.

MANAN JAIN Lead-HR People Partner & Experience, India, YASH TECHNOLOGIES

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n the rapidly evolving realm of workplaces, the concept of a human-centered organizational culture is gaining prominence. This approach revolves around creating a work environment that values employees, empowers them, and fuels their motivation to contribute at their highest potential. It entails fostering transparent communication, championing work-life equilibrium, facilitating avenues for growth, celebrating achievements, and embracing diversity and inclusion.

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The essence of a human-centered culture lies in fostering an environment where employees feel both valued and empowered. At its core, this involves encouraging open communication, promoting a sense of collaboration, and making sure that everyone's voice is heard. When employees feel that their opinions matter and that they are integral

When diverse perspectives are embraced, teams can tackle challenges from various angles, leading to more comprehensive solutions and a culture of collaboration.

to the decision-making process, they are more likely to feel a strong sense of commitment and ownership toward their work.

Striking a balance between work and personal life is a fundamental pillar of a human-centered culture. In an era where work often seeps into personal time, prioritizing the well-being of employees is essential.

Organizations that recognize the importance of work-life equilibrium not only enhance employee satisfaction but also witness heightened productivity and creativity. A healthier work-life balance leads to rejuvenated employees who bring fresh perspectives and innovative solutions to the table.

Creating avenues for continuous growth and development is another cornerstone of a human98 HRAI MAGAZINE | SEPT 2023

centered culture. Modern employees seek roles that offer opportunities for learning .

Acknowledging and celebrating accomplishments plays a pivotal role in bolstering a human-centered culture.

When employees' efforts and achievements are recognized, they feel a deeper sense of connection and purpose within the organization. Acknowledgment can come in various forms, including verbal praise, rewards, or even symbolic gestures. Such gestures not only boost morale but also motivate others to strive for excellence, creating a positive cycle of achievement.

An inclusive workplace environment is a cornerstone of a human-centered culture. Valuing diversity and creating an environment where all employees feel respected and included contributes to a more vibrant

and innovative workplace. When diverse perspectives are embraced, teams can tackle challenges from various angles, leading to more comprehensive solutions and a culture of collaboration.

Constructing a human-centered culture requires commitment and joint effort from leadership and employees alike. Leadership must exemplify the values they aim to instill by practicing active listening, empathy, and adaptability. Establishing transparent policies and practices that support a human-centered approach, such as flexible work arrangements and avenues for career advancement, reinforces the culture.

Concluding it by saying, fostering a human-centered organizational culture is not just a fleeting trend; it signifies a transformative shift in the way businesses operate and flourish. By championing open communication, work-life equilibrium, growth opportunities, recognition, and inclusivity, organizations create an environment where employees are not just assets but active contributors to shared objectives.

This culture goes beyond individual benefits; it drives organizational performance, stimulates innovation, and positions the company as an employer of choice. In an everchanging corporate landscape, embracing a human-centered culture is a strategic decision that lays the foundation for sustained success.

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Employees, too, play a pivotal role in shaping this culture. Their engagement, willingness to provide feedback, and collaborative spirit contribute to the continual evolution of a human-centered environment.

Employees, too, play a pivotal role in shaping this culture.

Their engagement, willingness to provide feedback, and collaborative spirit contribute to the continual evolution of a human-centered environment. When employees perceive themselves as partners rather than mere workers, they are more likely to invest their best efforts and support their colleagues.

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