Talent Tapestry: Weaving Success in the Modern Work Landscape

HRAI Magazine 08 H R

A S S O C I A T I O N

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I S S U E

I N D I A

TALENT

Tapestry: Weaving Success in the Modern Work Landscape

21 Marching- Building Disability Confident Organizations SONICA ARON FOUNDER & CEO, MARCHING SHEEP

WELCOME TO THE 8TH EDITION OF

HRAIMagazine Talent Tapestry: Weaving Success in the Modern Work Landscape

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 this edition of our magazine, where we explore the intricate and diverse threads that make up the "Talent Tapestry: Weaving Success in the Modern Work Landscape." In a world that is constantly evolving, the workplace is no exception.

As we navigate the ever-changing dynamics of the professional realm, it becomes increasingly evident that success is not a singular thread but a rich tapestry woven from the unique talents and experiences of individuals.

Join us in celebrating the richness of talent that defines success in today's everevolving professional realm. As we weave together the stories of those who have triumphed in the face of change, may you find inspiration and guidance in crafting your own success story.

Happy reading!

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IN THIS ISSUE 10 THE THREADS OF TRANSFORMATION: UPSKILLING FOR A MOSAIC WORKFORCE

TALENT TAPESTRY: WEAVING SUCCESS IN THE MODERN WORK LANDSCAPE

VIJAYALAKSHMI R CHIEF HUMAN CAPITAL OFFICER & SVP,TRIANZ

25 14

WEAVING TOGETHER A DIVERSE WORKFORCE CULTURE THROUGH TALENT ACQUISITION

WEAVING FUTURES: TALENT STRATEGIES FOR THRIVING IN THE MODERN WORK MOSAIC

PRAKASH LAKHIANI HEAD HR - VP- PEOPLE EXPERIENCE, PRIME FOCUS TECHNOLOGIES

08 NAVIGATING TALENT AND CULTIVATING GROWTH

SWETA SINGH TALENT ACQUISITION MANAGER, DUNNHUMBY IT SERVICES INDIA PVT. LTD. SETU SHAH GLOBAL HCM PRODUCT STRATEGY DIRECTOR, ORACLE

DEVANG PANDYA GENERAL MANAGER - HR, ANALYTIX BUSINESS SOLUTIONS (I) PVT LTD

20

C O V E R

17 SHOURYA K. CHAKRAVARTY, CHRO, APTECH LIMITED GUNJAN VASUDEVA SR. HR PROFESSIONAL AND INDEPENDENT HR CONSULTANT

12 ABCD OF LEADERSHIP

21 MARCHING- BUILDING DISABILITY CONFIDENT ORGANIZATIONS

S T O R Y

TALENT MANAGEMENT AS THE WEAVER OF ORGANISATIONAL SUCCESS. CO-AUTHORED BY:

30 23

NAVIGATING THE MODERN WORK LANDSCAPE WITH TALENT TAPESTRY

LEADING THROUGH CRISIS: THE ROADMAP TO TRIUMPH AND TRUST

ROHAN LELE FOUNDER & DIRECTOR, AMALTAS CONSULTING

SONICA ARON FOUNDER AND CEO, MARCHING SHEEP

27 THE ROLE OF INCLUSIVITY IN TALENT TAPESTRY: CELEBRATING DIFFERENCES FOR COLLECTIVE EXCELLENCE

VANDANA TOLANI CEO & FOUNDER, CONVANTO

SRINATH GURURAJARAO SVP-HR, SIMPLE ENERGY

TUSHAR KANSAL FOUNDER, KANSALTANCY VENTURES

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.

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.

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.

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

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

Navigating Talent and Cultivating Growth

Devang Pandya is a seasoned Senior Manager - Human Resources with over 16 years of experience across Information Technology, Manufacturing, and Pharmaceuticals sectors. Currently leading Talent Acquisition, HRBP, Payroll, and Compliances at Pacific Group of Companies in Ahmedabad, he has a strong background in managing mission-critical projects and providing a strategic perspective to businesses. Devang holds an MBA with a specialization in Human Resources, is pursuing a Ph.D. in HR Analytics, and is passionate about continuous learning and coaching his

teams. His expertise includes HR Analytics, OD & Talent Management, Employee Engagement, Talent Acquisition, Learning & Development, Leadership Development, Coaching & Mentoring. Certified in HR Analytics from IIM Rohtak, he also holds a diploma in Training and Development from ISTD, Delhi.

DEVANG PANDYA

GENERAL MANAGER - HR, ANALYTIX BUSINESS SOLUTIONS (I) PVT LTD

HR professionals are like architects, they are responsible for attracting, developing, and retaining a diverse and skilled workforce in the changing paradigm of the modern workplace.

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n today's era, the convergence of resources (HR) and talent management has gained immense significance.

As organizations navigate the complexities of work environments, HR plays a role in shaping and nurturing talent. The role of HR has extended to explore the multifaceted responsibilities of HR professionals in fostering talent

within evolving workplaces. Gone are the days when HR was solely associated with duties. The earlierknown Personnel Department has been transformed into strategic HR to ensure that strong contribution can be enforced in Talent Acquisition, Learning, and development of the right talent to engage and be the most productive HRAI MAGAZINE

ARTICLE BY DEVANG PANDYA

assets of the organization.

Strategic Talent Acquisition In the work environment HR professionals act as partners in talent acquisition. They play a role in identifying and attracting individuals who not only possess the necessary skills but also align with the organization's values, culture, and vision. Talent Acquisition is an important function within HR, responsible for recruiting highpotential candidates through various sources for given job positions under stringent deadlines and cost constraints. Talent acquisition has evolved beyond hiring methods to include employer branding, diversity, and inclusion initiatives as well. The hiring methods are not limited to the traditional ways of sourcing and selecting candidates. The use of Artificial Intelligence has taken the driver's seat in screening resumes, conducting behavioral and technical tests to evaluating candidates. The ultimate goal is to ensure that “right person, right place/position, right time”.

Cultivating a Culture of Lifelong Learning As change continues to accelerate, HR plays a role in cultivating a culture of learning. The tapestry of talent thrives on individuals who are adaptable and committed to growth.

HR professionals take charge by implementing learning and development programs utilizing technology for upskilling purposes and fostering a mindset that embraces development within the organization. To keep up with changing job roles and industry trends, employees too need to take an approach and remain adaptable to new challenges. The fast-changing technologies have forced all HRAI MAGAZINE

individuals to ensure that they focus on continuous learning.

Performance Management Modern organizations are changing the dynamics from traditional performance management models to more dynamic and feedback-centric approaches. HR professionals are responsible for designing systems and processes that provide timely transparent and constructive feedback, aligning individual goals with organizational objectives.

Continuous performance management ensures that the Talent Tapestry remains vibrant, with each thread contributing to the overall success of the organization and the individual. Thanks to technological advancement, identifying the performance gaps and ensuring the filling of them on time has become a smooth walk.

Adapting to Remote and Hybrid Work Environments COVID has forced all businesses to rethink on to choose their work environments. The rise of remote and hybrid work models presents new challenges and opportunities for talent management.

HR professionals play a pivotal role in drafting policies and processes that support flexible work arrangements

while maintaining productivity and a cohesive organizational culture. It is very crucial to leverage technology to facilitate effective communication, collaboration, and performance management in a virtual or hybrid setting. And at the same time, need to keep the tab on burnout and the mental well-being of the employees.

HR's part in today's work world goes beyond what it used to be. The role of HR in managing the workforce has extended far beyond traditional boundaries. HR professionals are like architects, they are responsible for attracting, developing, and retaining a diverse and skilled workforce in the changing paradigm of the modern workplace. By embracing strategic talent acquisition, fostering a culture of continuous learning, promoting performance management, and adapting to evolving work models, these actions make HR folks pivotal to companies winning in the everchanging, competitive work world.

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Upskilling for a Mosaic Workforce

The Threads of Transformation:

Prakash Lakhiani, a seasoned HR Leader with global proficiency, is recognized for crafting and executing top-tier HR strategies, fostering high-performing cultures, and driving profitability. With a proven track record, he has operationalized diverse HR initiatives, attracting and mobilizing top talent globally.

Specializing in building HR departments from scratch, Prakash enhances retention and performance.

As a trusted Business Partner, he advises leaders, shaping positive organization development. Proficient in implementing HR technologies, he led Talent Acquisition for India and championed innovative solutions like gamification and video interviews.

At CBRE South Asia Pvt. Ltd., India, he directs Talent Acquisition & Transition, contributing to strategic planning for workforce resourcing, capability development, and technology implementation, emphasizing gender diversity for 2021. Prakash is an Innovative Strategist, renowned for creating high-performance organizations and developing HR teams to deliver excellence.

PRAKASH LAKHIANI

HEAD HR - VICE PRESIDENT- PEOPLE EXPERIENCE, PRIME FOCUS TECHNOLOGIES

By embracing upskilling as a strategic imperative, organizations can empower their human capital to navigate the dynamic landscape of the modern world

T 10

he modern work landscape is a kaleidoscope of change. Automation reshapes industries, technology leaps forward, and demographics shift. In this dynamic tapestry, organizations that thrive are not built on homogenous threads, but on a rich mosaic of diverse skills and evolving capabilities. This is where the concept of "upskilling" takes center

stage, transforming individuals and weaving a resilient, adaptable workforce.

Upskilling, in its simplest form, is the continuous development of skills and knowledge to remain relevant in the evolving work environment.

However, beneath this seemingly straightforward definition lies a HRAI MAGAZINE

ARTICLE BY PRAKASH LAKHIANI

complex tapestry of challenges and opportunities. Let's delve into some of the key threads: The Changing Face of Skills: The skills landscape is undergoing a seismic shift. Traditional skills like data entry are giving way to digital fluency, critical thinking, and problem-solving.

Artificial intelligence automates repetitive tasks, demanding human expertise to navigate its complexities and leverage its potential. Upskilling, therefore, needs to be future-oriented, equipping individuals with the skills needed for tomorrow's jobs, not yesterday's.

Personalization and Ownership: The "one-size-fits-all" approach to training no longer resonates.

Learning needs are as diverse as the individuals themselves. Effective upskilling programs recognize this, offering personalized learning paths tailored to individual strengths, weaknesses, and career aspirations.

This fosters a sense of ownership and engagement, leading to deeper learning and lasting impact.

Micro-learning and Agility: The days of lengthy, monolithic training programs are numbered. The modern workforce thrives on bite-sized, readily accessible learning nuggets that can be consumed on-the-go.

Micro-learning modules, gamified learning experiences, and accessible online platforms are weaving new threads into the fabric of upskilling, fostering agility and adaptability in a dynamic environment.

Building a Culture of Learning: Upskilling is not a singular event, but a continuous journey. Organizations that embed a culture of learning create an environment where HRAI MAGAZINE

curiosity is encouraged, knowledge sharing is championed, and continuous development is seen as a shared responsibility. This fosters a collaborative spirit, where individuals learn from each other, support each other's growth, and collectively weave a stronger, more resilient tapestry.

Bridging the Gap: From Policy to Practice: The road to successful upskilling is paved with practical implementation strategies. Aligning upskilling initiatives with organizational goals, identifying skill gaps through regular assessments, and providing access to diverse learning resources are crucial steps.

Investing in the right technology, creating dedicated learning spaces, and recognizing and rewarding continuous learning further solidify the commitment to upskilling.

The benefits of a skilled and adaptable workforce are undeniable.

Increased productivity, enhanced innovation, and improved employee engagement are just a few threads in the tapestry of organizational success. By embracing upskilling as a strategic imperative, organizations can empower their human capital to navigate the dynamic landscape of the modern world, transforming

individuals into threads of resilience and weaving a thriving tapestry of success.

This is not just a call to action for organizations, but for individuals as well. Embrace continuous learning, seek out opportunities to expand your skillset, and become an active participant in your own transformation. The tapestry of the future is being woven, and each thread, each upskilled individual, has the power to contribute to a brighter, more dynamic work landscape.

This article explores the theme of "Talent Tapestry" by focusing on the crucial role of upskilling in building a successful and adaptable workforce.

It highlights the changing face of skills, the need for personalization, the importance of a learning culture, and practical steps for implementation.

By weaving these threads together, the article paints a compelling picture of a future where upskilling empowers individuals and organizations to thrive in the everevolving world of work.

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ABCD of Leadership

Rohan Lele, Founder of Amaltas Consulting, is a seasoned HR professional with 20+ years' experience in Strategic HR, Talent Management, and Leadership. Based in Vadodara, Gujarat, he holds a Masters from M. S. University of Baroda and certifications from IIM Ahmedabad, XLRI, and Dale Carnegie.

With key roles at Reliance Industries, ABB, and General Motors, Rohan served as Group Chief People Officer with HLE Glascoat and YASH Group, making impactful contributions across India, the Middle East, and APAC. Rohan Lele, honored as the Best HR Professional (2017-18) by M. S.

University of Baroda and the World HRD Congress & CHRO Asia, is a versatile corporate leader, speaker, and Director at the Baroda Management Association. Beyond his achievements, he shares insights on HR, management, and leadership through social media.

ROHAN LELE

FOUNDER, AMALTAS CONSULTING

It is an individual’s authenticity that will earn him / her the respect and credibility as a Leader.

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eadership is one of the most talked about subjects in the world of corporates, sports, politics and literally something that impacts in every sphere of life.

If we Google or go through our text books you will find numerous definitions on Leadership. All of these definitions are true and relevant to what Leadership is all about and

what is expected out of a Great Leader.

While Leadership has many traits and facets, the 4 most important elements of Leadership that I call as the ABCD of Leadership are as mentioned below: A: Authentic It is an individual’s authenticity that HRAI MAGAZINE

ARTICLE BY ROHAN LELE

earns him / her respect and credibility as a leader. For a Leader to be admired and looked up by his team the most important quality is being ‘Authentic’. For members to trust and have faith in someone as a Leader, it is inevitable for the Leader to be Authentic in his / her actions, behaviours and overall conduct.

Undoubtedly, it is an individual’s authenticity that will earn him / her the respect and credibility as a Leader.

I am reminded of a definition by Kevin Cashman – “Leadership is defined as authentic transformative energy that adds value to others.”

B: Balance Great leadership is about creating the right balance in strategic and functional priorities. As one grows up the ladder, a Leader must spend more time on Strategic issues compared to his / her time in managing operations. It is also about creating the right balance in prioritising culture and strategy. Too much of focus only on Strategy and negligence about Culture or visaversa will have a negative impact on the Business outcomes.

Here is a powerful quote that I came across – “Balance is not something that you can find; it is something you create”

common trait Courage.

among

them

i.e.

Deciphering means figuring out the meaning in something that is not clearly communicated or may seem to be confusing at first.

Ability to take a stand and speak up your mind Standing by your team in the time of crisis Standing by the decisions one takes as a Leader Ability to take risks

We live in a word where Data and information is regarded as the greatest weapon one can use to emerge a Winner and eliminate competition. Ability to decipher information and data and find the most relevant of it and make databased decision is the most lethal weapon a Leader can possess in today’s context.

I define courage as follows:

One requires a certain boldness to live these attributes of Courage. As they say, it is easier said than done and that is why I say Courage is a rate quality that defines Great Leadership!

I am reminded of a beautiful quote

by Maya Angelou – “Courage is the most important of all virtues because without courage, you can’t practice any other virtue consistently.”

In my opinion, Deciphering is one of the most lethal qualities a leader can have and can use to his / her advantage and elevate performance to achieve excellence!

Here is another powerful quote, I am reminded off by Paul Gitwaza – “When you can’t decipher the seasons, you are unable to know your destiny.”

D: Deciphering

C: Courage Courage is a rare quality. It is a leadership facet that differentiates between good and a great leader. If you look at the Leaders who have achieved extraordinary things in life from any irrespective of whether they were in politics, sports, defence, corporate, etc you will find one HRAI MAGAZINE

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for Thriving in the Modern Work Mosaic

Weaving Futures: Talent Strategies

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.Setu is recipient of 40 under 40 Data Scientist award recognized at MLDS (Machine Learning Data Scientist) 2024 conference - The Biggest Generative AI Conference in India and endorsed by Analytics India Magazine.

SETU SHAH

GLOBAL HCM PRODUCT STRATEGY DIRECTOR, ORACLE

By recognizing and leveraging the unique threads within the tapestry, organizations can thrive and prosper in the modern work mosaic.

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s we look around in today's fastpaced corporate arena, one thing is crystal clear – the world of work as we know it, is morphing at an unprecedented rate.

A close inspection into 'the Changing Work Landscape' reveals a trend that's been gradually gaining momentum.

Businesses are not merely on the hunt for talent anymore; they're now

on a quest for cultivating and enriching a 'Talent Tapestry.' An elegant mosaic of skills, knowledge, and potential, all interwoven into one cohesive entity ready to take the business world by storm. In the intricate fabric of modern workplaces, each thread represents a unique contribution, vibrant ensemble of colors represents skill, HRAI MAGAZINE

ARTICLE BY SETU SHAH

experience, and roles people perform, weaving together to create a thriving organization. This article explores a strategic approach to talent development and workforce management, tailored for the dynamic work environment.

"In the mosaic of the workplace, every thread is a story waiting to be told."

Threads of Talent Development Recognizing the importance of diverse skills and experiences, human resources professionals, CxOs, and organizational leaders/managers play a pivotal role in shaping a successful and vibrant workplace. Traditional structure and nature of job roles are changing, work hierarchies are dynamic owing to a similar nature of initiatives, programs and projects any organization ventures.

Considering the dynamic nature of businesses today, using lightweight “skills” as a common currency to assess the wealth of talent an organization embodies is an agile approach. In the realm of talent management, it's essential to identify and nurture skills. Consider skills like a palette of colors with 4 categories: ·Essentials – which are like core skills that an organization needs. ·Unique colors – which an individual possesses that an organization may or may not have tapped into or may not be currently required as part of individual’s current job profile. ·Complementary colors – are skills that bring higher degree of associativity, productivity, and synergy. ·Supplementary colors – are skills which work well with other skills (directly/indirectly) to bring comprehensiveness.

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Traditionally most organizations “made it work” by acquiring, nurturing, and developing essentials/core skills. Over a period of different workplace revolutions, the canvas has grown bigger (globalization), consumer demand/appreciation of unique artistry/solutions has increased and so has increased the need of identifying these other categories of skills.

Problem solving and innovation - the cornerstone of thriving organizations has made multitude and multi-disciplinary skills inclusion imperative.

Lightweight skills are easy to understand, provides near accurate self-assessment through elementary questionnaire thereby allowing democratization of its identification and development. Most importantly, with technology intervention, a tree or a neural network of skills can help identify complementary and supplementary skills allowing people to navigate and uncover the skills earlier unknown to them. A strategic approach involves personalized training programs, experiential learning opportunities (gigs/projects/etc.), mentorship initiatives, coaching exercises, and continuous learning opportunities.

The Tapestry Management

of

2) Processes encouraging positive evolution: Processes provide predictability in operations. Talent management strategies and processes ensure that the right talents are in the right roles at the right time providing regular feedback and support employee growth and development.

These systems encourage continuous learning, make room for career progression, and create opportunities for employees to reach and grow their potential.

3) Policies to empower workforce: Allowing and encouraging diversity and inclusion of skills, experiences and perspectives through strategic hiring, engaging employees towards work and work environment and promoting lateral moves to enhance career lattice are some pivotal initiatives.

Workforce

"The strength of the team is each individual member. The strength of each member is the team." - Phil Jackson Workforce management (in this context) involves cultivating a thriving ecosystem through: 1) Organization structure: Allowing flexibility for people to operate within/across lines of hierarchy.

As in a tapestry that begin with a picture or design as purpose, different colored threads organized inline with the purpose take form and coexist beautifully. Threads when not aligned to a purpose or incoherent structure/framework leads to an encumbrance. The above three elements when not aligned to a common organizational purpose transforms into barriers instead of acting as collaborators.

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ARTICLE BY SETU SHAH

Success Mosaic

Strategies

in

the

Work

"Success is not final, failure is not fatal: It is the courage to continue that counts." - Winston Churchill Navigating success in the modern work mosaic demands a resilient and adaptive mindset. Strategic success include fostering a culture of innovation, embracing technology, and promoting a healthy work-life balance.

One of the quintessential factors is to have the at least 2-3 directors on the board (or mentors for younger organizations) directionally correct to guide talent strategy. The ingenuousness of CxOs and boards to challenge their assumptions break newer frontiers bring in a growth mindset. Newer successors need not be a replica of existing incumbents, as existing problems have been solved by the incumbents using their approach and successors will be responsible to solve newer problems requiring newer skills. Value of this outside-in perspective is quite understated and underutilized.

Technology serves as the modern weaver's loom, providing tools and resources to enhance productivity and creativity. Taking it a step further, emerging technologies like Adaptive Intelligence and Machine Learning provide guidance operationally and strategically through skills recommendation, people analytics, talent mapping, career/learning opportunities, etc.

Embracing digital advancement, leveraging automation, and staying abreast of technological trends can empower individuals to weave success in the digital age.

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Thriving in the modern work landscape requires adaptability, resilience, and continuous learning.

The pace of change is relentless, and individuals must be willing to embrace new technologies, acquire new skills, and adapt to changing work structures. Employers can support their employees' success by fostering a culture that encourages innovation, values growth, and provides learning opportunities.

Conclusion

of the workplace, weaving futures requires a delicate balance of strategic planning, individual empowerment, and a commitment to continuous improvement.

By recognizing and leveraging the unique threads within the tapestry, organizations can thrive and prosper in the modern work mosaic.

"Success of selecting any sports or professional team is not just about individual talent but about creating a synergistic unit."

— Anonymous

In the diverse and dynamic landscape

HRAI MAGAZINE

Talent Management as the Weaver Of oganisational Success

SHOURYA K. CHAKRAVARTY CHRO, APTECH LIMITED

Gunjan Vasudeva, SHRM-SCP, is a seasoned Senior HR Professional and Independent Consultant with over 25 years of experience spanning Hospitality, Telecom, Education, and IT industries. In her roles as Vice President & Head HR at QualityKiosk Technologies and Head of Corporate HR at Aptech, she spearheaded transformative initiatives and restructuring programs, achieving Maturity Level 5 in PCMM. Gunjan's leadership emphasizes collaboration and stakeholder engagement to drive organizational goals. She holds an MBA in Marketing from JIMS New Delhi, a PGDM from ICFAI University, and is a CII Certified Assessor for HR Excellence.

Shourya K. Chakravarty, the Chief Human Resources Officer at Aptech Limited, brings nearly three decades of strategic HR experience to the table. His journey includes key roles at Aditya Birla Group, General Mills India, GE, HSBC, and Firstsource Solutions.

Former CHRO at QualityKiosk Technologies, Shourya is known for guiding dynamic teams and shaping impactful people strategies. With an MBA in HR from XISS Ranchi, he has successfully led HR transformations, fostering empathetic cultures and aligning systems to meet overall business requirements. Shourya's leadership embodies a people-first approach, focusing on proactive HR strategies for tangible business success.

GUNJAN VASUDEVA SR. HR PROFESSIONAL AND INDEPENDENT HR CONSULTANT

Reorientation of thinking and directional mindset calibration would lead to focused alignment with organisational deliverables.

CO-AUTHORED ARTICLE Views expressed are personal

HRAI MAGAZINE

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ARTICLE BY SHOURYA K CHAKRAVARTY AND GUNJAN VASUDEVA

T

he workforce landscape is rapidly evolving, given the fast-paced technological advancements. The definition of landscape is also becoming increasingly fluid with the changing dynamics. But what remains constant is the acquisition of qualified talent, their settling-in and ensuring their appropriate development towards achievement of organisational goals and personal development.

Today’s talent, irrespective of age-group, classifies themselves under various categories.

Given this, a one size fits all approach would not yield the best dividends. Changes in business models are driving the need for new skills and knowledge, new roles, and compelling companies to get more astute for skills, resulting in reformations to the Talent Landscape.

Talent Management weaves the organizational ecosystem with Talent Landscape, while Technology interconnects all organizational processes.

Tailored talent management strategies and their individualized execution make a compelling landscape. The Board plays a directional role here and must ensure that the Talent Management Framework is the common factor in all core business processes as well as enabling business processes.

Organizations are more likely to engage in effective Talent Management practices when they 18

align their Talent Management strategy with their overall objectives.

Additionally, it is crucial to measure the impact of Talent Management interventions through well-defined metrics. Talent Management should be discussed regularly during strategic planning, with a focus on how it can support overall business objectives. This can be achieved by integrating these conversations into key HR processes: · Workforce Planning: Align talent with business objectives to drive performance by adopting a strategic approach to workforce planning. On one hand, the process ensures that employees are assigned work that is in line with their skills and knowledge. This creates meaningful work for them. On the other hand, it improves productivity as the necessary knowledge, skills, and capabilities are identified to achieve business goals. Talent gaps, if any, should preferably be filled through internal talent mobility. Only if this is a challenge and looking at the growth & expansion plans of the organisation, fresh talent should be hired. · Competency-based Processes: A Talent Management Framework can only be successful if it is based on a competency superstructure. This needs to be used for all aspects of the talent ecosystem – internal mobility, external hiring, upskilling, redeployment etc. · Performance Management System: Once the strategic business objectives are decided, goals for each of the strategic business objectives need to be identified. After firming up the goals, KPIs have to be identified for each goal and thereafter, the targetsetting for each KPI can be done.

This will help the workforce understand how their work impacts the company's vision, leading to a more engaged workforce. · Total Rewards Framework: This framework should be bespoke, depending on the roles, levels, complexities, skills and capabilities.

A traditional grade-dependent structure will not suffice. · Learning & Development: The organisational learning requirements should be categorised into growth and maintenance. This will enable a focussed delivery of future skill requirements and current skill upgradation. · Succession Planning: This is a key business requirement and absolutely necessary for all critical roles/ positions in the organisation.

Building a robust and agile talent pipeline will ensure success.

HRAI MAGAZINE

ARTICLE BY SHOURYA K CHAKRAVARTY AND GUNJAN VASUDEVA

Employees are becoming more expressive and empowered. The importance of employee experience journeys plays a critical role in framing Talent Landscape and Talent Management. As human beings, we all love personalization as that makes us feel happy. Apply the same principle to Talent Management, within the defined organisational perimeters. So what needs to be done can be classified into the following: · Involvement of Talent discussion to the extent possible in the AOP process: This will encourage ownership of deliverables and understanding of interdependencies of success. · Communication of the AOP to the entire workforce through townhalls: We live in the information age and the appropriate use of channels to percolate information results in a collective power to achieve. · Setting the performance narrative: The how, what, why and who needs to be very minutely worked out and followed through a rigorous execution plan. · Resource allocation depending on skills, competencies, past performance and potential to scale up: There should be a core team of people who can be deployed for critical organisational requirements. ·Managing the core set of people: To ensure that the weight carriers of the organisation are appropriately skilled/ upskilled/ reskilled to perform. · Governance: Periodic (both formal and informal) checks on the way things are moving and the ability to HRAI MAGAZINE

shift strategies, modify execution plans depending on the macro and micro business environment. · Conversational tone to enhanced performance: Human Resources should facilitate managers of people to move from the traditional mindset and have free-flowing conversations with people in the workforce to understand them, hear the unsaid, and act on the unsaid. · Employee Engagement: Fun and activities will not work going into the future and HR folks need to understand this very clearly. The need of the hour is appreciation and recognition. Institutionalisation of formal and not-so-formal ways of appreciation and recognition will

play a major role in weaving success. · Career Paths: Individual career paths to be defined, designed, facilitated and delivered collaboratively by the business function and Human Resources.

Talent Management strategies have to be crafted keeping in mind the overall business goals in the shortterm (12 to 18 months) and long term (18 – 36 months). A “Talent Vision” is the need of the hour. Reorientation of thinking and directional mindset calibration would lead to focused alignment with organisational deliverables. Needless to say, a copypaste approach won’t be beneficial.

The ROI needs to factored in the entire process.

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21 Marching- Building Disability Confident Organizations SONICA ARON

FOUNDER AND CEO, MARCHING SHEEP

Sonica Aron, Founder and CEO of Marching Sheep, transitioned from a solopreneur to leading a thriving team of HR consultants. Her firm serves 300+ clients across 80 countries and various industries. Sonica is a recognized thought leader in diversity, inclusion, and progressive HR practices, contributing to major publications. She addresses unconventional topics, advocating for issues like menopause inclusion in medical benefits and a systemic approach for new mothers. A charismatic speaker at conferences, Sonica believes in the societal connection of organizations and actively engages in non-commercial awareness campaigns.

Additionally, she supports an NGO rehabilitating acid attack survivors in India.

By recognizing and leveraging the unique threads within the tapestry, organizations can thrive and prosper in the modern work mosaic.

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t was in the year 2020 that team Marching Sheep embarked on their journey to learn more about Persons with Disabilities. And the reason was personal. One of the team members had disclosed that she has dyslexia.

While learning how to make the workplace inclusive for her, the team realized how little they knew. And therefore, they needed to do

something, and the conversation series- 21 Marching came about.

As part of this series, the team met with persons with the 21 disabilities covered under the RPWD act, and the candid conversations opened their eyes, hearts and minds. Each one of the persons they met were educated, either employed or HRAI MAGAZINE

ARTICLE BY SONICA ARON

employable. Some of them were even recipients of paralympic medals or national level awards in their fields.

And yet, each one of them had heart wrenching stories to share. One of them said, “All able-bodied people have become so restless in 18 months of lock down, unable to go to office, unable to socialize, unable to go to the mall, movies etc, but they expect us, people with disabilities to live in a lifelong lockdown.”

Another person with cerebral palsy shared that despite being highly qualified, he was returned from a very reputed company without being interviewed.

Another Visually impaired person shared that while doing his post-graduation from a category A institute, one of his professors commented, “This institute is not for people like you.”

From lack of awareness to stereotypes, to biases, to lack of information being easily available, to lack of interest in driving change, to women with disabilities being easy targets of abuse, the issues were many. At the same time, it was not like the solutions did not exist.

Team Marching Sheep realized the need for an in-depth and consolidated body of work to be available for those wanting to drive change. They embarked on an intensive 18-month long research, in which they not only spoke to persons with disabilities, whether employed or looking for employment, but also to their caregivers and their employers. They conducted both primary and secondary research. The project was led by Kunal S. from Marching Sheep, long with a team of interns from the community. The Outcome is a robust 400-page report that is a Do-it-yourself playbook for HRAI MAGAZINE

organizations to build a disability confident organization.

What is a organization?

disability

confident

A disability confident organization is one that understands all 21 disabilities, their symptoms and identifies ways to remove barriers for people with disabilities to be productive in the work environment.

This involves mindset change in addition to provision of reasonable accommodations and accessibilityboth in terms of physical infrastructure, digital for access to information, and environmental.

What to expect from the report?

Any organization that takes access to the report will be able to make their organization disability confident for all 21 disabilities by understanding-

1.Reasonable accommodation- The Rights of Persons with Disabilities Act, 2016 in India defines reasonable accommodation as "necessary and appropriate modifications and adjustments, without imposing a disproportionate or undue burden in a particular case, to ensure that persons with disabilities enjoy or exercise rights equally with others.”

These may include flexibility in work timings, change in the way of giving instructions, workstation closer to the washroom etc. Reasonable accommodations typically do not cost anything, but require building psychological safety in the team so that a person with disabilities can disclose their condition and needs to the employer with transparency and without fear.

2. Accessibility tools and technologyThese are parts of infrastructure, tools, technology and software that 21

ARTICLE BY SONICA ARON

make places and information accessible to persons with disabilities.

So items like ramps, well-lit and broad hallways, calming rooms are part of physical infrastructure.

Speech to text and text to speech software, or devices that help you move the cursor with your head or eye movement are technology that make information and knowledge accessible.

3.Universal design- Universal design is the process of designing workplaces, products, websites, policies and processes that are suitable to people with a wide range of abilities, disabilities, and other characteristics. Typically, the concept has been used in the context of product design only. In this report through various examples and best practice sharing, there will be exposure to universal design in workplaces, and policies and processes.

4. Person first language - Today, the advocated language for people with disabilities is to use person first language. This means placing the person first, before the disability. For example, instead of saying "a disabled person", one would say "a person with a disability." This approach emphasizes the personhood of the individual and avoids defining them solely by their disability. In the Indian context, there is a growing movement to promote disability inclusive language and communication.

The National Centre for Promotion of Persons with Disabilities (NCPPD) has developed guidelines for the use of non-discriminatory language, which emphasizes the use of person-first language and avoiding negative stereotypes.

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5. Entry to exit employer guidelinesEvery touchpoint is important for creating a psychologically safe and accessible experience. Right from accessible websites and Job descriptions to the kind of experience the candidate has while waiting for the interview and during the interview to day of joining, onboarding, induction and so on.

Having a step-by-step guide enables leaders, managers and co-workers to be mindful and confident in their journey towards building inclusive workplaces.

6.Statutory compliances- Knowledge of benchmark disabilities, the documentation and returns that need to be filed, related sections and articles of RPWD 2016 that are applicable and references points and location of small but necessary pieces

of information associated with reservation, promotion, transfer etc. of persons with disabilities.

7.Global best practices- With the world becoming a global village, and most MNCs and international conglomerates having multi country presence, knowing policies and processes from different companies and geographies helps in implementing what works best in our own context.

All in all, this body of work, being published by team Marching Sheep led by Founder and CEO Sonica Aron, and Project Head Kunal S. is a unique and holistic document for anyone wanting to make their workplace inclusive for persons with disabilities

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The Roadmap to Triumph and Trust

Leading Through Crisis:

Srinath Gururajarao, Senior VP of HR at Simpleenergy, a leading electric vehicle company, brings over 26 years of diverse HR experience.

Recognized as a Top 100 Great People Manager and a "Top 200 Global Thought Leader," Srinath is also an HR technologist with 7 intellectual properties. With a global leadership background in IT, services, banking, media, telecom, and electric vehicle manufacturing, he played a pivotal role in setting up one of the world’s largest EV manufacturing units. Beyond his professional role, Srinath advises on the automotive sector, is an avid

reader, speaker, technologist, and a trained Carnatic classical musician playing the Veena. Committed to shaping the future of mobility, he remains at the forefront of innovative HR practices and sustainable solutions in the electric vehicle industry.

SRINATH GURURAJARAO SVP-HR, SIMPLE ENERGY

Diversity and inclusion form integral components of the Talent Tapestry, contributing not only to a vibrant workplace culture but also to improved organizational performance.

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eadership during times of calm can be likened to a gentle cruise down a serene river. However, when crisis hits, that same journey can swiftly transform into a tumultuous rafting expedition, with each rapid testing the very core of a leader's abilities.

Recall our friend from Wall Street, "Mr. Green," who, in the middle of an economic crisis, playfully

suggested, "When the going gets tough, the tough go shopping!" A humorous quip? Definitely. The right sentiment for the time? Probably not.

The true essence of leadership is best evaluated when the stakes are high.

Here are some tales and insights to exemplify the pivotal roles leaders play during crises and the path to subsequent success.

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ARTICLE BY SRINATH GURURAJARAO

Embracing Adaptability

Leading with Empathy

In the dark hours of the pandemic, Sarah, CEO of a budding tech firm, faced dwindling funds and an uncertain future. But instead of succumbing to despair, she agilely repositioned her company's objectives to cater to the rising demand for remote work solutions.

Her adaptability not only saved her enterprise but also positioned it at the forefront of a new market.

When the dot-com bubble burst, many companies resorted to massive layoffs. Jenny, however, a startup maven, opted for a personal salary cut. By sharing the burden, she not only preserved her team but also nurtured a deeply loyal workforce.

Must-Do: Recognize changing tides and adjust your sails accordingly.

Don't: Be trapped by past successes, as what worked before might not work now.

Trusting in Transparency During a contamination scare in the 90s, a prominent beverage brand faced plummeting stocks and eroding public trust. Their CEO, in an unprecedented move, withdrew millions of products globally. It was a financial blow in the short-term.

However, his commitment to consumer safety and his transparent approach fortified the public's trust, yielding long-term brand loyalty.

Must-Do: Open channels of transparent communication.

Don't: Let PR spins or cover-ups dictate your narrative.

Must-Do: Continuously seek learning opportunities, even from failures.

Don't: Let fear of criticism hold you back from taking bold steps.

Must-Do: Be human first, leader second. Understand the emotional undercurrents of your team.

Don't: Treat employees as mere line items on a balance sheet.

Harnessing the Power of Listening Thomas, a hotel chain owner, faced dwindling reservations due to a series of negative reviews. Rather than defensively dismissing these as anomalies, he personally reached out to disgruntled customers. He listened, learned, and implemented changes. This act transformed his brand's reputation and led to a loyal customer base.

Must-Do: Be an active listener.

Feedback, even negative, is gold.

Don't: Surround yourself only with yes-men.

The Extended Journey to Success Leading through a crisis is not a sprint; it's a marathon, demanding both endurance and agility. The landscape is ever-changing, with potential pitfalls at every turn. But in these challenging terrains lie the most profound lessons.

Recall our metaphor-loving Mr. Green? Behind his quirky remark was an essential truth about finding silver linings and opportunities in adversities. Although, a more attuned leader might suggest, "When

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the going gets tough, the tough get innovative."

Conclusion Every crisis, while daunting, carries the seeds of growth and transformation. Leaders, with their actions and attitudes, decide whether these seeds sprout into robust trees or wither away. By blending adaptability with transparency, and empathy with active listening, leaders can chart a course through the stormiest of seas.

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Weaving Together a Diverse Workforce Culture Through Talent Acquisition

Sweta, with 12 years of Talent Acquisition experience, currently oversees technology, engineering, and product hiring for India at Dunnhumby. Leading her team, she manages campus programs and engages with Tier 1/Tier 2 campuses annually. Beyond recruitment, Sweta advocates for DE&I initiatives, emphasizing diversity based on gender, physical abilities, neurodiversity, and location. Raised in a small town near Ranchi, she values simplicity and strong relationships from her childhood.

Sweta, a wife and mother, is also passionate about travel, nature, and writing when she's not immersed in recruiting.

SWETA SINGH

TALENT ACQUISITION MANAGER, DUNNHUMBY IT SERVICES INDIA PVT. LTD.

By embracing diversity in recruitment strategies, overcoming biases, and fostering an inclusive environment, organizations can craft a vibrant tapestry of talents, propelling themselves toward success in an ever-evolving global landscape.

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n today’s dynamic business landscape, diversity isn’t just a buzzword—it’s a strategic imperative. A diverse workforce brings together a mosaic of perspectives, experiences, and talents, propelling organizations toward innovation, better decision-making, and enhanced performance. Yet, achieving, and sustaining diversity

requires more than good intentions; it demands a deliberate and inclusive approach to talent acquisition.

Embracing Diversity in talent Acquisition Talent acquisition serves as the gateway to a diverse culture. It’s the juncture where a company’s commitment to inclusivity is reflected 25

ARTICLE BY SWETA SINGH

in its practices. Embracing diversity in talent acquisition necessitates more than a checkbox mentality—it’s about ingraining inclusivity into the fabric of recruitment strategies.

Beyond Traditional Metrics A diverse culture begins with redefining what constitutes an ideal candidate. Instead of fixating solely on traditional metrics like qualifications and experience, recruiters must broaden their perspectives. They need to recognize the value of diverse backgrounds, varying skill sets, and unique viewpoints that candidates from different cultures, genders, age, races, and abilities can offer.

Inclusive Job Platforms -

Descriptions

and

New hire effectiveness matrix – Creating measurement matrix for the newly hired diverse candidates & teams and evaluating them against the teams which are lesser diverse and see the difference in productivity, retention, culture, happiness cores and job satisfaction of employees can also be a great measure towards taking conscious steps for building a diverse culture.

Challenges in cultivating diversity Despite the benefits, creating a diverse workforce culture through talent acquisition comes with challenges.

Unconscious biases, systemic barriers, and ingrained practices can hinder the pursuit of inclusivity.

Bias in Hiring Practices -

The language used in job descriptions can inadvertently deter diverse candidates. Employing inclusive language that emphasizes the company's commitment to diversity and equity can attract a broader range of applicants. Moreover, leveraging a variety of recruitment platforms—both traditional and unconventional—enlarges the talent pool and encourages diversity.

Building a diverse talent pipeline Nurturing relationships with diverse communities, educational institutions, and professional networks helps in building a robust and inclusive talent pipeline.

Partnerships, mentorship programs, and outreach initiatives can foster connections with underrepresented groups, providing them with opportunities and guidance in entering and thriving in the workforce.

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Unconscious biases can seep into every stage of the recruitment process, from resume screening to interviews.

Implementing bias training for hiring managers and utilizing blind recruitment techniques can mitigate these biases and ensure fairer evaluations of candidates.

Retention and Inclusion - Acquiring diverse talent is only the first step; retaining and fostering an inclusive environment are equally crucial.

Ensuring that diverse employees feel valued, supported, and empowered requires ongoing efforts such as mentorship programs, inclusive policies, and a commitment to equitable opportunities for growth.

Benefits and Impact of a Diverse Workforce The benefits of a diverse workforce extend beyond optics—it’s a catalyst or innovation, creativity, and

business growth. Diverse teams are more adept at problem-solving, offer a broader range of perspectives, and resonate better with a varied customer base. Companies with inclusive cultures also tend to attract top talent, fostering a positive employer brand.

Conclusion Weaving together a diverse workforce culture through talent acquisition is a journey rather than a destination. It’s a commitment to continually evolve, adapt, and challenge the status quo. By embracing diversity in recruitment strategies, overcoming biases, and fostering an inclusive environment, organizations can craft a vibrant tapestry of talents, propelling themselves toward success in an everevolving global landscape. The true essence of diversity lies not just in hiring differences but in celebrating, respecting, and leveraging them to build a stronger, more resilient future for all.

Through conscious and deliberate actions, talent acquisition becomes a pivotal force in creating an inclusive, diverse, and ultimately successful organizational culture.

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Celebrating Differences for Collective Excellence

The Role of Inclusivity in Talent Tapestry:

Tushar Kansal is the Founder of Kansaltancy Ventures (https://www.Kansaltancy.com). He has over 22 years of experience in the Investments domain. He helps companies by means of Venture Capital & Strategic Services, leveraging a Global network of VC Funds & Financial Institutions. He has invested in over 350 Companies in multiple countries by advising a Canadian VC Fund. Tushar is an

accomplished professional, a "Thought Leader" & a "Thought Influencer". He has won multiple awards including the “Best Startup Supporter” from Dr Kiran Bedi for his work in the STEM Field. He is a Hindi Singer & an avid reader who reads 3 hours daily since 3 decades His expert opinion on Startups & Funding is often sought by leading News channels & Publications, with over 1.2 million views on his Social Media alone. He is a TedX Speaker of repute having delivered over 300 Talks. He can be reached at tk@kansaltancy.com.

TUSHAR KANSAL

FOUNDER, KANSALTANCY VENTURES

Prospective employees are increasingly looking for workplaces that value diversity and inclusion, making it a strategic advantage for organizations committed to creating a talent tapestry that reflects the richness of the global workforce.

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he concept of Talent Tapestry, woven from diverse skills, experiences, and perspectives, finds its true strength in the embrace of inclusivity. The sense of belonging, connection, and community within an organization serves as the cornerstone for celebrating differences and achieving collective excellence.

The Essence of Inclusivity in Talent Tapestry Inclusivity in the workplace goes beyond mere diversity metrics; it involves creating an environment where every individual, regardless of their background, identity, or abilities, feels welcome, respected, and empowered. This inclusivity is 27

ARTICLE BY TUSHAR KANSAL

not limited to visible differences such as race or gender but extends to a broad spectrum of attributes, including cognitive styles, communication preferences, and various life experiences.

An inclusive workplace is one where individuals are encouraged to bring their "whole selves" to work, fostering an environment characterized by creativity, collaboration, and openness.

Employees who feel valued and accepted for who they are contribute to a more vibrant tapestry of skills and perspectives.

Inclusive environments foster a culture of creativity by bringing together individuals with diverse perspectives and approaches to problem-solving.

The inclusion of diverse voices and viewpoints becomes the catalyst for ground-breaking ideas and solutions, creating a workplace that adapts and innovates in the face of dynamic challenges. At Kansaltancy Ventures (https://www.Kansaltancy.com), we wholeheartedly embrace inclusivity as a cornerstone of our organizational ethos.

Organizations that prioritize inclusivity widen their talent pool, attracting individuals with a variety of skills and backgrounds. This not only enhances the organization's ability to find the best talent but also contributes to a positive employer brand. Prospective employees are increasingly looking for workplaces that value diversity and inclusion, making it a strategic advantage for organizations committed to creating a talent tapestry that reflects the richness of the global workforce.

Insights from Empirical Research Inclusivity is not a mere abstract ideal but a measurable metric 28

reflecting how employees feel connected to their workplace and each other. According to a study by Limeade involving over 2,000 U.S. workers, higher levels of well-being and engagement are directly correlated with a heightened sense of inclusion.

Organizations that prioritize inclusivity witness increased employee engagement, satisfaction, and a reduced likelihood of turnover.

access to career development, training, and growth opportunities can hinder inclusivity. If certain groups consistently face barriers in accessing these opportunities, it can perpetuate disparities within the workforce.

Studies also reveal that inclusive workplaces are six times more likely to foster innovation and twice as likely to meet or surpass financial goals. This correlation between inclusion, innovation, and financial success underscores the strategic imperative for organizations to prioritize and cultivate an inclusive talent tapestry.

The benefits of inclusion extend to tangible outcomes such as employee recommendation and retention.

According to research, employees who feel included are not only more engaged but are also more likely to recommend their organization as a great place to work. Moreover, they are 42% less likely to consider leaving for another position within a year.

Navigating Hurdles Inclusivity in the workplace is a noble goal, but it is not without its challenges. Unconscious biases can impede inclusivity. Individuals may harbour biases that influence their decisions regarding hiring, promotion, and collaboration, leading to unintentional discrimination. When leadership lacks diversity, it can create an environment where underrepresented groups feel excluded. Resistance to change is a common barrier to fostering inclusivity. Inequitable

Salesforce, a leading cloud-based customer relationship management (CRM) platform, is recognized for its commitment to inclusivity. The company embraces the concept of "Ohana," a Hawaiian term for family, to create a culture where employees feel a strong sense of belonging.

Salesforce actively promotes diversity through programs like Equality Groups, which empower employees to celebrate and embrace their unique identities. This inclusive approach has contributed to Salesforce being recognized as one of the best places to work.

AI as an Ally for Inclusivity AI can play a crucial role in addressing diversity challenges when implemented thoughtfully. It has the capability to scrutinize various aspects such as recruitment processes, marketing campaigns, and internal communications to identify and mitigate biases. Recruitment HRAI MAGAZINE

ARTICLE BY TUSHAR KANSAL

tools driven by AI can analyze job descriptions and materials to eliminate unconscious bias, ensuring a broader and more diverse pool of applicants. These tools also support blind hiring processes by redacting demographic details from resumes, allowing candidates to be assessed solely based on their skills and qualifications. By harnessing AI for diversity, organizations go beyond mere compliance with ethical standards; they actively contribute to enriching their cultural fabric and enhancing their financial success. In this perspective, AI transcends its role as a mere technological tool; it becomes a catalyst for societal change and an essential component of contemporary corporate diversity efforts.

Unilever, a multinational consumer goods company, implemented AIdriven tools to enhance diversity in its recruitment processes. The company uses text analysis algorithms to analyse job descriptions and identify language that may discourage diverse candidates. By removing biased language and emphasizing inclusivity, Unilever aims to attract a more diverse pool of applicants.

In our commitment to weaving a vibrant talent tapestry, Kansaltancy Ventures (https://www.Kansaltancy.com ) leverages innovative approaches to champion diversity, equity, and inclusion.

Inclusivity is not just a moral imperative; it is a powerful catalyst for individual and collective success.

The research-backed insights into the correlation between inclusion, innovation, financial success, and employee well-being emphasize the HRAI MAGAZINE

strategic importance of cultivating an inclusive talent tapestry.

By prioritizing inclusivity, organizations not only enrich their cultural fabric but also boost their bottom line. In the dynamic landscape of the modern workplace, diversity and inclusion are not just buzzwords but essential elements for fostering innovation, creativity, and a welcoming

environment. The journey toward a diverse and inclusive workplace may be challenging, but with the ally-ship of artificial intelligence and concerted efforts, organizations can create sustainable change and truly unleash the potential of their talent tapestry.

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Work Landscape with Talent Tapestry

Navigating the Modern

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.

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.

Convanto offers startups and VC funds services spanning Fundraising, Marketing & Growth Advisory, GTM strategy, Investor Presentations, and Financial Models.

VANDANA TOLANI CEO & FOUNDER, CONVANTO

Diversity and inclusion form integral components of the Talent Tapestry, contributing not only to a vibrant workplace culture but also to improved organizational performance.

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n the ever-evolving landscape of the modern workplace, the role of Human Resources has become increasingly pivotal. As businesses strive to stay competitive, attracting and retaining top talent has become a strategic imperative. Enter Talent Tapestry, is a dynamic approach that transcends traditional HR practices, weaving together the diverse threads

of recruitment, talent development, and organisational success.

The Foundation of Talent Tapestry: The foundation of Talent Tapestry is built upon a deep understanding of the entire employee lifecycle. From the initial stages of recruitment and onboarding to ongoing training and professional growth, this framework HRAI MAGAZINE

ARTICLE BY VANDANA TOLANI

encapsulates every facet of an individual's journey within an organization.

By seamlessly integrating these elements, Talent Tapestry ensures that the threads of talent acquisition and development are interwoven into a cohesive strategy, aligning individual goals with organizational objectives.

Threading in Diversity and Inclusion: A diverse and inclusive environment is not just ethically imperative, but also strategically advantageous. A 2019 McKinsey & Company report found that companies with the highest gender diversity on their executive teams were 21% more profitable than those with the lowest.

Similarly, fostering an inclusive culture where everyone feels valued and heard leads to increased innovation, collaboration, and employee satisfaction.

At its core, Talent Tapestry is a holistic and dynamic strategy that goes beyond mere recruitment and encompasses the entire employee lifecycle. It is a sophisticated weaving together of key elements, from identifying and attracting top-tier talent to nurturing their growth within the organization.

The quantitative impact of this approach is profound, with organizations embracing Talent Tapestry experiencing notable reductions in time-to-fill positions and substantial improvements in the quality of hires.

Central to the success of Talent Tapestry is the optimization of recruitment processes through the utilization of advanced analytics and AI-driven tools. These innovations enable HR professionals to swiftly identify and engage with the most suitable candidates, resulting in a more efficient and effective talent acquisition process. Moreover, by fostering a culture of continuous learning and development, Talent Tapestry ensures that organizations are equipped with a skilled and adaptable workforce, thereby enhancing their overall resilience and competitiveness.

Diversity and inclusion form integral components of the Talent Tapestry, contributing not only to a vibrant workplace culture but also to improved organizational performance. Studies consistently affirm that diverse teams are more innovative and better equipped to tackle complex challenges.

In essence, Talent Tapestry is not just a strategy for the present; it is a visionary approach that futureproofs organizations against the uncertainties of tomorrow.

As organizations embrace the ethos of inclusivity, the Talent Tapestry becomes a powerful tool for not only attracting diverse talent but also for leveraging the full potential of a varied and dynamic workforce.

Crucially, the success of Talent Tapestry is measurable.

Key performance indicators such as employee engagement scores, turnover rates, and productivity metrics offer quantifiable insights into the impact of HR strategies on overall organizational success.

In an era where remote work has become the norm, Talent Tapestry serves as a guiding force in addressing the unique challenges of virtual collaboration, ensuring that the threads of connection and

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development remain tightly woven, regardless of physical distances.

By integrating predictive analytics and staying ahead of evolving industry trends, HR professionals can anticipate and address future skill gaps, ensuring that the Talent Tapestry continues to be a resilient and adaptive framework for success in the ever-evolving landscape of the modern workplace.

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in the Modern Work Landscape

Talent Tapestry: Weaving Success

Viji, a seasoned HR leader with over two decades of experience, excels in scaling organizations for growth, driving performance culture, and navigating change. In her current role at Trianz, she focuses on strategically enhancing the human capital function and fostering organizational growth. Previously at Genpact and GE Healthcare, Viji has handled various roles including organizational development, succession planning, and business

HR. In Goldman Sachs, Viji played a critical role in setting up their Bangalore office in Human Capital management and is known for championing diversity and inclusion.

She holds an MBA in Human Resource Management from XLRI, Jamshedpur.

VIJAYALAKSHMI R CHIEF HUMAN CAPITAL OFFICER & SVP AT TRIANZ

Diversity and inclusion form integral components of the Talent Tapestry, contributing not only to a vibrant workplace culture but also to improved organizational performance.

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ver the course of my career as a HR leader, I have witnessed a fundamental shift in how we navigate through the nuances of talent landscape.

A contemporary workplace is no longer a monochrome canvas, it's a vibrant and ever-evolving mosaic that unites diverse talent and personalities.

Within this dynamic tapestry of

modern organizations, each thread symbolizes a unique set of skills, experiences, and contributions from individuals, each playing a crucial role in crafting a collaborative masterpiece.

Workplace Diversity In a dynamic business landscape, diversity has transcended its HRAI MAGAZINE

ARTICLE BY VIJAYALAKSHMI R

traditional roles as moral imperative or mere compliance requirement and has emerged as an indispensable element for success in business.

Drawing insights from McKinsey's "Diversity Wins" research, we understand that businesses promoting meaningful diversity are more likely to outshine their counterparts in terms of overall profitability. While diverse teams bring in a plethora of ideas and perspectives, they also bring along their own set of challenges. And we as HR professionals, have been trained to communicate and resolve conflicts while still sustaining diversity and leveraging it as a catalyst for innovation.

Dynamic Talent Development Gone are the days of one-size-fits-all and generic training approaches. In recognizing everyone’s contributions, our talent development strategy is as varied as our team. Tailored learning paths, mentorship programs, and continuous learning are our loom and shuttle in this endeavor.

We offer role and competency curated content, machine-curated recommendations and bespoke learning and leadership development programs. Our innovative learning initiatives like Percipio (mobile app to learn Anywhere-Anytime) and 2Minute Learning Nuggets have been highly popular. Recently a new initiative called 12@12 was launched as part of 21 Day Habit Calendar to promote learning by getting employees to invest 12 minutes at 12 pm every day. The response we received to this learning habit inculcating initiative has been quite overwhelming!!

Holistic Workforce Management We take a holistic approach with a HRAI MAGAZINE

keen focus on enhancing the personal and professional well-being of our employees. The implementation of wellness initiatives, flexible work schedules, and empathetic leadership practices stands as the cornerstone of our progressive approach.

For instance, at Trianz, we have tied up with multiple health experts and vendors to offer the best-in-class physical and mental wellness support to our colleagues. A diverse range of sessions focusing on mental health, medical insurance, dental care, yoga, dance & fitness, and so on were organized. This is a testament of our commitment to treating every individual with respect while fostering the sense of belonging within the Trianz Family.

Success Strategies Considering the ever-shifting business landscape, our success strategies are orchestrated with two key elements - adaptability and resilience.

Cross-functional collaboration, agile methodologies, and open communication channels enable us to pivot quickly in response to market dynamics.

Leadership Commitment Our leadership practices transcend mere directives and transform into guiding force. Trianz leaders embody the roles of coaches and mentors empowering every team member in weaving the finest thread into the organization fabric. Prioritizing team development and well-being, they

exemplify the principles of servant leadership.

Measuring Success We use success indicators that extend beyond financial metrics. Client satisfaction ratings, employee engagement scores, and retention rates hold equal significance. These indicators not only reflect the health of our organizational structures but also affirm that we are truly a ‘Great Place to Work’ in addition to being successful in the marketplace.

Looking Ahead It is indisputable that technology and tools like AI will continue to shape work practices in the future.

Nonetheless, we strongly believe in the enduring uniqueness of humankind. Tools like AI and automation will keep evolving, but our success will ultimately stem from the bright and beautiful minds who would continue adding their distinct threads into the fabric of our organization.

In Conclusion As we celebrate our recognition as Catalyst in Employee Engagement, we acknowledge that this journey is perpetual. We continue to evolve, learn, and adapt on this transformative path. Our unwavering commitment lies in the nurturing every thread, appreciating every color, and crafting a tapestry that best represents who we authentically are and who we aspire to be in this dynamic dance of change.

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