HRAI AWARDS

HRAI Magazine 07 H R

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HRAI A WARDS 2023

EMPOWERING BUSINESS AND THE PEOPLE WHO DRIVE IT!

Interviews, Insights, and Journeys That Inspire!

WELCOME TO THE 7TH EDITION OF

HRAIMagazine HRAI AWARDS: EMPOWERING BUSINESS AND THE PEOPLE WHO DRIVE IT!

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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.

Celebrating the outstanding accomplishments of the recipients of the HRAI Awards 2023 fills us with immense joy as we unveil this special edition of our magazine.

Each distinguished individual showcased in these pages exemplifies a distinctive fusion of creativity, leadership, and meaningful contributions.

Compiling the narratives of these remarkable personalities and entities, who have left an indelible mark in their respective fields and industries, has been a source of inspiration and humility. This eclectic array of awardees truly encapsulates the spirit of achievement and holds promise for the future.

Their stories stand as a living testament to the potency of passion, resilience, and an unwavering commitment to excellence. As you delve into the content within these pages, we extend an invitation for you to share in our celebration, not only of the achievements of these extraordinary winners but also of the boundless potential that lies on the horizon.

Heartfelt congratulations to the awardees, and here's to their ongoing success and the profound impact they are destined to make on the world.

We appreciate your presence on this exhilarating journey with us.

IN THIS ISSUE

INTERVIEWS

10 13 16 19

AMIT DAS, DIRECTOR HR & CHRO, BENNETT COLEMAN & CO. LTD. (THE TIMES OF INDIA)

21 23 25 28

RAJIV NAIR, CEO. KAYA LIMITED

30

MARUTI NANDAN, HEAD – HR DANA ANAND INDIA PVT LTD

PUSHKAR KUMAR, CHRO, CAIRN OIL AND GAS

SANDEEP BANERJEE, CHRO, EVEREADY INDUSTRIES INDIA LTD.

JOHN VARGHESE, DIRECTOR-HR OPERATIONS, GOLDENSOURCE INTERNATIONAL PVT. LTD.

SUNITI KUMAR DHAL, CHRO, FACOR PAWAN YADAV, DGM HR & ADMIN, SUBROS LIMITED VIJAYALAKSHMI R, CHIEF HUMAN CAPITAL OFFICER & SVP, TRIANZ

INSIG

HTS

INSPIRATION

32 34 36

SAGAR VADAPURKAR, VP AND HEAD – PEOPLE SUCCESS AND CULTURE, EXXAT SYSTEMS PVT. LTD

39 41 43 45

YUVARANI KAROTHIA, PLANT HR HEAD, DANA ANAND INDIA PVT LTD

47 49

PRIYANKA TAIKAR, CHIEF PEOPLE OFFICER, VTEST SOFTWARE PVT. LTD.

HEMANT BATRA, DIRECTOR - HUMAN RESOURCES, CENTRIC CONSULTING SHILPA MADNE, SENIOR MANAGER - TA, GOLDENSOURCE INTERNATIONAL PVT. LTD.

GANESH IYER, SENIOR DIRECTOR, HUMAN RESOURCES, ADP KHUSBHOO BHAVSAR, DIRECTOR - HUMAN RESOURCE, MEASUREONE MITI RANDERI, FOUNDER & PRINCIPAL CONSULTANT, E4 HR ASSOCIATES

RUBI KHAN PhD, HEAD-OD, TALENT AND DIVERSITY , HPCL MITTAL ENERGY LTD

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

MEET THE JURY

The HR Association of India expresses sincere gratitude to the esteemed Jury for their invaluable contributions to the HRAI Awards. They meticulously evaluated and are honoring excellence in HR practices at the HRAI Awards 2023. Their dedication to excellence in HR plays a pivotal role in celebrating and acknowledging outstanding achievements in the industry.

AWARD WINNERS WINNING ORGANIZATIONS

BENNETT COLEMAN & CO. LTD. (THE TIMES OF INDIA) DE&I BEST PRACTICES AWARD

CAIRN OIL & GAS, VEDANTA LTD

DANA ANAND INDIA PVT LTD

AGILE LEARNING ORGANIZATION AND INNOVATIVE COMPENSATION AND BENEFITS” AWARD

INNOVATION IN L&D AWARD

EVEREADY INDUSTRIES INDIA LTD.

FERRO ALLOYS CORPORATION LIMITED

CHANGE MANAGEMENT AWARD

EMPLOYEE ENGAGEMENT AND EXPERIENCE AWARD

KAYA LIMITED

MPHASIS

SUBROS LIMITED

CUSTOMER-CENTRIC L&D AWARD

GLOBAL WORKFORCE L&D AWARD

WORKFORCE EVOLUTION IN L&D AWARD

GOLDENSOURCE INTERNATIONAL PVT. LTD. TOTAL COMPENSATION AND EXPERIENCE AWARD

TRIANZ EMPLOYEE ENGAGEMENT CATALYST AWARD

INDIVIDUAL WINNERS

AMIT DAS

GANESH IYER

HEMANT BATRA

KHUSHBOO BHAVSAR

MITI RANDERI

PRIYANKA TAIKAR

CHRO OF THE YEAR

HR INLFUENCER OF THE YEAR

CHANGE MAKER OF THE YEAR

PEOPLE MANAGER OF THE YEAR

HR MENTOR OF THE YEAR

YOUNG HR LEADER OF THE YEAR

RUBI KHAN (PhD)

SAGAR VADAPURKAR

YOUNG HR LEADER OF THE YEAR

HR THOUGHT LEADER OF THE YEAR

SANDEEP BANERJEE

SHILPA MADNE

YUVARANI KAROTHIA

CHRO OF THE YEAR

WOMEN LEADER AWARD

WOMEN LEADER AWARD

AMIT DAS DIRECTOR HR & CHRO, BENNETT COLEMAN & CO. LTD. (THE TIMES OF INDIA)

The changing landscape prompted a need for swift adaptation, and our employees exhibited commendable openness to acquiring new skills.

BENNETT COLEMAN & CO. LTD. (THE TIMES OF INDIA) BAGS THE “DE&I BEST PRACTICES AWARD” Amit Das, a seasoned HR professional with over 34 years of experience in senior leadership roles at major MNCs and Indian organizations, currently serves as the Director-HR & CHRO at BCCL (The Times of India). An alumnus of Kellogg’s School of Management, Amit is a globally recognized HR leader, honored for his contributions by various organizations worldwide. He is actively involved in advisory boards, governing councils, and government committees, such as the Empowered Expert Committee and the CII B20 Taskforce, where he contributes to initiatives like SACRED and addresses the future of work, skilling, and mobility. A frequent speaker at HR forums and educational institutions, Amit is known for his passion for fitness, reading, and continuous learning in today's diverse ecosystem.

INTERVIEW: AMIT DAS, DIRECTOR HR & CHRO, BENNETT COLEMAN & CO. LTD. (THE TIMES OF INDIA)

1.Reflecting on your leadership in HR, what challenges did you encounter during the implementation of notable HR programs, and how were these challenges overcome?

I n reflecting on BCCL's leadership in

HR, we acknowledge the unique challenges posed by the dynamic media landscape. The onset of new skills and the ensuing war for the right talent required a strategic response.

Leveraging technology became instrumental in creating optimal employee experiences, emphasizing convenience and hyperpersonalization.

The changing landscape prompted a need for swift adaptation, and our employees exhibited commendable openness to acquiring new skills.

BCCL's organizational culture, founded on a commitment to continuous improvement, played a crucial role in navigating this evolution. Initiatives were met with positive engagement, demonstrating the workforce's dedication to growth. While adoption remains an ongoing pursuit, our approach is incremental, recognizing that success in this dynamic environment is achieved one step at a time.

2. How has the HR team evolved to meet the changing needs of the organization, and what lessons have you learned from implementing successful HR practices?

The BCCL HR team has adeptly evolved to meet the changing needs of our dynamic organization, particularly in the face of challenges posed by the evolving media landscape. Embracing a culture of innovation and agility, continuous upskilling has become essential to align with industry trends and cater to the evolving expectations of our workforce. In navigating the

complexities of talent acquisition amid the war for the right talent, we've recognized the significance of customization, leveraging technology to create optimal employee experiences. Lessons from successful HR practices emphasize the importance of a data-driven approach for informed decision-making and transparent communication that fosters a positive organizational culture.

The emphasis on adaptability, customization, datadriven decisions, and effective communication has been pivotal in steering the HR team through the intricacies of our organization's dynamic landscape.

impact within their respective organizations?

For HR leaders aspiring to achieve

recognition and impact, our advice is rooted in key principles. Firstly, prioritize a deep understanding of your organization's culture and business objectives. Tailor HR strategies to align seamlessly with these factors.

Secondly, foster a culture of continuous learning, both for yourself and your team, to stay agile in a dynamic environment.

3.How do you plan to build on this success and continue fostering a positive and effective

To perpetuate our HR success at BCCL, we will focus on key strategies.

Firstly, ongoing investment in professional development will keep our HR team abreast of industry trends. Second, a commitment to customization involves tailoring HR initiatives to individual and team requirements, including personalized training programs.

Strengthening data analytics capabilities will further enable data-driven decision-making.

Expanding transparent communication channels ensures an open dialogue with employees, valuing their perspectives. Lastly, a culture of continuous feedback and improvement will be fostered, encouraging collaboration and innovation. Through these strategies, we aim to not only build on our current HR success but also sustain a positive and effective environment that aligns with the evolving needs of our organization and its dynamic workforce.

4.What advice do you have for other HR leaders aiming to achieve similar recognition and

Embrace technology and data analytics, utilizing them to inform decision-making and drive strategic initiatives. Thirdly, champion diversity and inclusion, recognizing the value of varied perspectives in shaping a robust workplace culture. Establish clear communication channels and emphasize transparency to build trust.

Lastly, create an environment where innovation is encouraged, and each team member feels empowered to contribute meaningfully. By adhering to these principles, HR leaders can not only achieve recognition but also drive lasting positive impact within their organizations.

11

AMIT IS THE RECIPIENT OF “CHRO OF THE YEAR AWARD”

5. Reflecting on your career, can you share an accomplishment that stands out as particularly impactful, and how did it shape the trajectory of your professional journey?

I n my extensive career, I consider myself fortunate to have played a pivotal role in transformative initiatives across various organizations. Throughout my rich professional journey, I have consistently focused on aligning HR practices with business strategy.

Notably, I championed numerous talent development programs, enhancing employee skills, and establishing robust leadership pipelines. Emphasizing diversity and inclusion initiatives, I've witnessed improvements in employer brand, team performance, and creativity.

This accomplishment across diverse business landscapes underscores the broader impact of effective HR management on organizational success. This experience has been pivotal in shaping my belief in the transformative power of strategic HR practices in driving sustained growth and excellence across various business contexts

6. In your experience, what principles or strategies in leadership have proven most effective in steering teams and organizations toward success?

In my experience, effective leadership is built on a clear vision, inclusive culture, and strategic communication.

Empowering teams through diverse perspectives and fostering adaptability are key.

Clear communication ensures alignment, while resilience guides teams through challenges.

Prioritizing talent development and mentorship builds a high-performance culture.

Datadriven decision-making enhances

precision, and ethical leadership builds trust. These principles— inspiring vision, empowerment, clear communication, adaptability, talent development, data-driven decisions, and ethics—create a resilient organizational culture. By adhering to these, leaders propel teams toward success, fostering innovation and sustained excellence.

7. How do mentorship and collaboration factor into your career, and have there been mentors or collaborators whose influence has left a lasting imprint on your professional path?

M entorship and collaboration are fundamental to my career, playing a pivotal role in my professional journey. Early mentors provided invaluable insights that shaped my leadership style and decision-making.

Emphasizing collaboration has been a cornerstone of my approach, fostering an inclusive environment where diverse teams contribute innovative solutions.

Certain mentors and collaborators have left an enduring imprint on my professional path, guiding my strategic thinking, and reinforcing the importance of collective strengths.

Their influence is lasting, contributing significantly to my leadership philosophy. Essentially, mentorship and collaboration are not mere facets but pivotal principles that have played a transformative role in my professional evolution.

8. In navigating an industry that continually evolves, what, in your view, is the key skill or mindset crucial for staying innovative and pertinent?

crucial for staying innovative and pertinent is adaptability. The ability to swiftly adjust to changes in the business landscape, technology, and market dynamics is essential. An adaptable mindset enables continuous learning, openness to new ideas, and the agility to pivot strategies as needed.

9. For aspiring professionals seeking recognition like yours, what advice would you offer as the most valuable lessons you've learned in your field?

F

or aspiring professionals seeking recognition, I want to share some insights gleaned from my own journey: 1. Prioritize continuous learning to stay ahead in a dynamic industry by actively seeking new knowledge and expanding your skill set.

2. Develop adaptability to view challenges as opportunities for growth, navigating setbacks with resilience.

3. Cultivate a meaningful professional network for collaboration, mentorship, and diverse perspectives crucial for career advancement.

4. Hone effective communication skills for conveying ideas, leading teams, and building credibility.

5. Authentic leadership builds trust and fosters a positive work culture, contributing to sustained success.

6. Embrace calculated risks to promote innovation, personal growth, and open doors to unforeseen opportunities.

7. Prioritize work-life balance for sustained success, balancing professional aspirations with personal well-being.

In navigating a constantly evolving industry, the key skill or mindset

12

17

PUSHKAR KUMAR CHRO, CAIRN OIL AND GAS

Implementing sustainable HR practices that resonate with organizational values and contribute to both employee and organizational growth is key to success.

CAIRN OIL AND GAS BAGS THE “AGILE LEARNING ORGANIZATION” AND “INNOVATIVE COMPENSATION AND BENEFITS AWARD”

Pushkar 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.

INTERVIEW: PUSHKAR KUMAR, CHRO, CAIRN OIL AND GAS

1.Reflecting on your leadership in HR, what challenges did you encounter during the implementation of notable HR programs, and how were these challenges overcome?

Implementing HR programs at Cairn Oil & Gas involved navigating several significant challenges. One of the primary challenges was aligning individual employee goals with the company's overarching strategic objectives. This was crucial for ensuring that every team member was working towards common company goals, enhancing overall organizational efficiency. To address this, Cairn developed a performancebased compensation system, incentivizing employees to align their efforts with the company's objectives.

Another major challenge was the sudden need to adapt to remote work during the COVID-19 pandemic. This shift required a rapid transformation in the company's operational approach, demanding robust infrastructure and effective communication channels for seamless remote operations. Cairn responded by investing in digital tools and technologies that facilitated efficient remote working, ensuring that employees could continue to perform effectively from their homes.

Additionally, managing a diverse workforce with varying needs and expectations was a complex aspect that Cairn needed to navigate. To create an inclusive and supportive work environment, Cairn implemented comprehensive health and wellness programs. These initiatives not only catered to the physical well-being of employees but also addressed mental health, creating a holistic approach to employee welfare. These strategies 14

collectively enhanced employee satisfaction and retention, contributing to a productive and motivated workforce.

2. How has the HR team evolved to meet the changing needs of the organization, and what lessons have you learned from implementing successful HR practices?

The HR team at Cairn Oil & Gas has evolved remarkably, adapting to the dynamic needs of the organization and the industry. This evolution was marked by a shift towards integrating advanced technology and focusing on strategic alignment of HR practices with business goals. Emphasizing continuous learning and development, the team implemented various initiatives to enhance employee skills and leadership capabilities, preparing them for future challenges.

Key lessons learned during this transformation included the importance of aligning HR initiatives with organizational objectives and the effective use of technology in HR practices. The team realized that to drive organizational success, HR strategies must not only address current workforce needs but also anticipate future trends and challenges. This forward-thinking approach helped Cairn Oil & Gas maintain a competitive edge and nurture a resilient and adaptable workforce.

3. How do you plan to build on this success and continue fostering a To build on its HR successes, Cairn Oil & Gas plans to further integrate cutting-edge technologies like AI and VR into its training and development programs. This integration aims to enhance the learning experience, making it more interactive and

effective.The focus is also on continuous updating of talent management strategies to keep pace with evolving industry trends and employee expectations.

The company also emphasizes fostering a culture of innovation, teamwork, and problem-solving. By maintaining a strong focus on employee well-being and professional growth, Cairn aims to nurture a workforce that is not only skilled but also highly motivated and engaged.

Continuing the momentum of successful initiatives, the HR team will focus on sustainable practices that resonate with the company's core values and objectives. These practices are expected to contribute significantly to both employee and organizational growth, ensuring Cairn remains at the forefront of HR excellence in its industry.

4. What advice do you have for other HR leaders aiming to achieve similar recognition and impact within their respective organizations?

For HR leaders aiming for impactful change, it's essential to align HR strategies with the organization's goals, continuously adapt to industry dynamics, and embrace technology in HR practices.

Understanding the diverse needs of the workforce and creating an inclusive culture that promotes continuous learning and development is crucial.

Implementing sustainable HR practices that resonate with organizational values and contribute to both employee and organizational growth is key to success.

Emphasizing collaboration, innovation, and a long-term approach to employee engagement and development is vital for effective HR leadership.

INTERVIEW: PUSHKAR KUMAR, CHRO, CAIRN OIL AND GAS

Innovating Compensation and Benefits for Organizational Success: At Cairn Oil & Gas, our innovative approach to compensation and benefits has been a cornerstone of our HR strategy. Recognizing the diverse needs of our workforce, we implemented a performance-based compensation system, complemented by comprehensive wellness programs and opportunities for professional development.

These initiatives have significantly boosted employee satisfaction and retention and played a pivotal role in attracting top talent. Our commitment to creating a rewarding work environment that fosters employee growth aligns with our mission to lead in the oil and gas sector. This strategic approach has not only enhanced our workplace culture but also cemented our position as an industry leader in employee satisfaction and organizational success.

In our commitment to employee welfare, Cairn Oil & Gas has taken significant strides in enhancing the work-life balance of our employees. The introduction of flexible work arrangements and comprehensive family support programs exemplifies our dedication to accommodating the diverse needs of our workforce. This focus on employee well-being has fostered a more supportive and productive work environment, contributing to our overall organizational success.

Our commitment to employee welfare extends to our comprehensive total rewards framework. This includes innovative Recognition & Rewards (R&R) schemes designed to acknowledge and motivate our workforce. In addition to competitive salaries, we've implemented flexible compensation structures that adapt to industry dynamics and individual roles.

This includes performance-based bonuses and hardship allowances for challenging roles.

We also offer enhanced benefits packages, with extended leave options and family support programs, particularly for high-stress roles. Our focus on mental health services demonstrates our understanding of holistic employee needs.

These initiatives, along with our investment in training and development, not only improve retention rates but also reinforce Cairn's reputation as a forward-thinking and caring employer in the competitive oil and gas industry.

This approach has been integral in cultivating a high-performance culture where excellence is recognized and rewarded, attracting top-tier talent essential in our specialized industry.

"Elevating Learning & Development to Drive Future Growth" In an era where rapid technological advancements and evolving industry dynamics are the norm, Cairn Oil & Gas has embarked on a transformative journey in Learning & Development (L&D). Our focus has been to create a future-ready workforce capable of navigating the challenges of the global Oil & Gas industry. The cornerstone of this strategy is our 'Building Future Leaders Today' program, a testament to our commitment to nurturing talent and fostering a culture of continuous learning and innovation.

Our L&D initiatives are meticulously aligned with Cairn's strategic objectives, emphasizing the development of both technical competencies and leadership skills across organizational levels. Programs like the Cairn Leadership Initiative for Managerial and Business Excellence (CLIMB-e), the Cairn Accelerator Program for Emerging Leaders (CAPel), and the Fixed Step program have been instrumental in this endeavour.

These initiatives not only enhance managerial and leadership acumen but also focus on technical skill development, ensuring a well-rounded and competent workforce.

Incorporating cutting-edge technologies, such as Augmented Reality (AR) and Virtual Reality (VR), in our training methodologies, Cairn is revolutionizing the learning experience.

This approach significantly enhances understanding and application of complex technical processes, fostering a more engaging and effective learning environment.

Our innovative hybrid learning approach, which combines in-person workshops with virtual components, caters to diverse learning preferences and facilitates remote participation.

The impact of these initiatives is evident in the enhanced roles and responsibilities our employees take on post-training, demonstrating the effectiveness of our L&D programs in fostering career growth and enhancing leadership capabilities.

With a focus on continuous improvement, innovation, and collaborative problem-solving, Cairn Oil & Gas is not only equipping its workforce for the present but also paving the way for future success.

Through these efforts, Cairn Oil & Gas is setting a new standard in the industry for L&D, exemplifying how strategic talent development can drive organizational growth and innovation.

15

SANDEEP BANERJEE

CHRO, EVEREADY INDUSTRIES INDIA LTD.

The culture that exists in an organization is a direct outcome of the practices, discipline and performance that is nurtured and promoted by HR.

EVEREADY INDUSTRIES INDIA LTD. BAGS THE “CHANGE MANAGEMENT AWARD” With 27+ years of diverse HR experience, Sandeep Banerjee, currently Chief Human Resources Officer at Eveready Industries India Ltd., is a seasoned professional. He has led global HR functions across various industries, achieving success in cultural transformation, productivity improvement, and innovative HR processes. Sandeep's accomplishments include automating HR processes, restructuring compensation, fostering performance-oriented environments, and enhancing organizational culture. His expertise spans manufacturing and services sectors, aligning HR with business goals and ensuring adaptability to change.

As an industry leader, he excels in people development, strategic planning, global HR implementation, and employee engagement.

INTERVIEW: SANDEEP BANERJEE, CHRO, EVEREADY INDUSTRIES INDIA LTD.

1.Reflecting on your leadership in HR, what challenges did you encounter during the implementation of notable HR programs, and how were these challenges overcome?

3. How do you plan to build on this success and continue fostering a positive and effective HR environment within your organization?

HR role is to operate as an effective

partner. The culture that Any change brings with it a natural business exists in an organization is a direct

reaction/response of resistance. It was therefore important for us to use the most important tool that is “communication”. The details of the analysis benefits of the new initiatives/process were clearly communicated to all stakeholders.

Additionally, training and support was provided to all to adjust to the new processes. While the journey took time, but with consistent intervention, communication and support from the HR team, the new processes/initiatives were well received and accepted.

2. How has the HR team evolved to meet the changing needs of the organization, and what lessons have you learned from implementing successful HR practices?

C onsidering the volume of new initiatives rolled out in the last one year by the HR function in the fields of employee self services, compensation, policy administration, CSR, reward and recognition, data analytics etc., speed and agility with focus on performance became the mantra of the HR function.

Entire team has transformed to operate as an HR Business Partner with each member operating with a people centric approach to make all employees feel valued, respected and concerns addressed timely resulting in re-assured TRUST. With respect to the question of lessons, as a leader, its important to ensure the entire HR team shares the same vision and thoughts and hence its equally important that the HR leader keeps his team motivated/driven and engaged.

outcome of the practices, discipline and performance that is nurtured and promoted by HR. Our endeavor will be to maintain the high standards w.rt discipline, culture & performance so we succeed together as one group.

While the last year saw implementation of several new initiatives, focus now is now on people development and productivity and scaling the HR practices/processes to a more advanced level thereby aiming to make the company a great place to work and an Employer of Choice.

4. What advice do you have for other HR leaders aiming to achieve similar recognition and impact within their respective organizations?

M

y approach has always been to bring the best HR practices that is well received by the employees. When we focus on growth and at the same time maintain high standards w.r.t culture, process and inclusivity, the rewards and recognitions are guaranteed. It is very important to understand the needs of employees and steer the HR function to be accepted as a respectable partner than a feared entity. Hence, I feel all HR leaders should look at placing HR as a business partner and implement processes which value add to the employee & company which eventually leads to the employees to become positive brand ambassadors. This itself will create a visible impact in the society at large and as a result gain respect & recognition.

I think if an HR leader can bring this transformation and impact he/she is an already a winner, a certificate or an award will only corroborate the same.

When we focus on growth and at the same time maintain high standards w.r.t culture, process and inclusivity, the rewards and recognitions are guaranteed.

5. Reflecting on your leadership in HR, what challenges did you encounter during the implementation of notable HR programs, and how were these challenges overcome?

At Taj Hotels, I curated a program for all HR Managers. The need of the program came out from the premise that the HR managers were doing the HR job which was silocentric and the connect with the employees/businesses were not significant. Through this curated program, the essence of partnering with business and keeping the employee at the centre was highlighted. This program was followed up with Individual Development Plans (IDP) and mentoring. The heartening result was that the function after a year of this program became one of the key drivers to the business and HR became a valued business partner.

The function became empowered and accountable and engaged employees which in turn drove positive business results

17

SANDEEP IS THE RECIPIENT OF “CHRO OF THE YEAR AWARD”

6. In your experience, what principles or strategies in leadership have proven most effective in steering teams and organizations toward success? don’t think there are any proven Imethods in making teams more effective and move organization towards success. Every organization has its own fabric, its culture. As the HR, one needs to understand this fabric/culture quickly, understand the business deliverables. Giving respect to teams, learning from each team member, listening patiently to all stakeholders enables one to build a trust and this helps to bond teams effectively and also assist to steer the organization forward.

7. How do mentorship and collaboration factor into your career, and have there been mentors or collaborators whose influence has left a lasting imprint on your professional path? entorship – formal or informal, M whichever manner is very critical to any talent who has the aspiration to learn and grow. I was fortunate and lucky to have mentors in my professional career who stood by me , reposed faith in my abilities and guided me.

8. In navigating an industry that continually evolves, what, in your view, is the key skill or mindset crucial for staying innovative and pertinent?

A

s we all know that ‘change is the new constant’ we should, in my opinion have the attitude and flexible mindset to adapt to any change. Also what is important to stay as a critical resource is to be on a continuous learning curve. I believe if the talent has the right attitude, is flexible, is 18

adaptable and is on a continuous learning curve – she/he can stay pertinent & relevant in the changing times also.

9. For aspiring professionals seeking recognition like yours, what advice would you offer as the most valuable lessons you've learned in your field?

S

uccess or recognition does not come with just being there. Learning has always been my forte and I feel that when we learn we grow as a person.

Having hands on knowledge of the work ( any work) , giving respect to the work , being accountable to the assignment , encouraging young managers to take up responsibilities and making them part of decision making, providing a platform for all

Learning has always been my forte and I feel that when we learn we grow as a person. employees in the organization to showcase their talent, inculcating a sense of ownership in the work one does, creating an environment of respect, openness and trust, giving back to society in whatever small manner possible – all these and many more are some factors I personally believe have been learning steps for me in my career journey.

JOHN VARGHESE Director-HR Operations, GOLDENSOURCE INTERNATIONAL PVT. LTD.

Embrace technology for efficient functioning while maintaining a personal touch to enhance the overall employee journey.

GOLDENSOURCE BAGS THE “TOTAL COMPENSATION AND EXPERIENCE AWARD”

John Varghese, a seasoned HR professional with 30+ years of diverse experience, currently serves as the Director-HR Operations at GoldenSource International Private Ltd. An MBA graduate and certified C&B professional, he excels in global payroll, fostering positive work cultures, and implementing strategic initiatives aligned with organizational goals. Renowned for his strategic vision, John is an inspirational leader, mentor, and team builder, contributing significantly to the transformative power of effective human resource management.

INTERVIEW: JOHN VARGHESE, DIRECTOR-HR OPERATIONS, GOLDENSOURCE INTERNATIONAL PVT. LTD.

1.Reflecting on your leadership in HR, what challenges did you encounter during the implementation of notable HR programs, and how were these challenges overcome? ith the changing supply and W demand gap of key skilled employees in 2023, the initial challenge encountered was to retain the talent drain and realign the compensation strategy with the market. The market dynamics remained volatile and convincing the management for a mid year correction to key employees was a challenge. We took the market intelligence and data driven approach to drive our compensation strategy and retention schemes which played key role in for reducing the exodus of key roles with product knowledge.

2. How has the HR team evolved to meet the changing needs of the organization, and what lessons have you learned from implementing successful HR practices?

Our HR team has focused on agility

and understanding our workforce's changing needs. We have continuously adapted to meet the evolving needs of the organization by prioritizing flexi benefit packages that cater to taxfriendly compensation structures, perform through analysis and benchmarking to ensure compensation and benefits stay competitive, embracing flexible work arrangements, introducing innovative rewards and wellness programs, and fostering a culture of continuous feedback.

Lessons learnt include the need of agility in policy creation, the potential of data-driven decision-making in shaping compensation strategies, and the importance of proactive employee engagement for a thriving workplace.

20

3.How do you plan to build on this success and continue fostering a positive and effective

T

o build on our success in Total Compensation and Experience, our plan is to implement several strategies: • Continuous Evaluation: Regularly assess and fine-tune our compensation structure and benefits in order to remain competitive and suit employee needs. This includes conducting surveys, analyzing market trends, and getting feedback.

monetary rewards, which contributes to a positive work environment.

Invest in employees' growth by providing opportunities for skill development, career advancement, and mentorship programs.

• Enhanced Communication: Foster transparent communication about compensation and benefits, ensuring employees understand the value of their total package. This involves clear communication about the reasoning behind compensation decisions and the broader company strategy.

• Professional Development: Invest in employees' growth by providing opportunities for skill development, career advancement, and mentorship programs. This demonstrates our commitment to their long-term success.

• Technology Integration: Leverage HR technology to streamline processes, making it easier for employees to access and understand their compensation and other benefits.

This also includes adopting tools that enhance employee experience.

• Focus on Well-being: Prioritizing employee well-being initiatives, including flexible work arrangements, and wellness programs, ensuring a holistic approach to their overall health and productivity.

• Culture of Recognition: Continue fostering a culture of appreciation and recognition, acknowledging employees' contributions beyond

4.What advice do you have for other HR leaders aiming to achieve similar recognition and impact within their respective organizations?

A

s an HR leader, I suggest that we focus on holistic employee value.

Prioritize fair compensation, meaningful benefits, and an enriching work environment. Tailor offerings to meet diverse employee needs, gather feedback consistently, and iterate to improve continually. Communication and transparency are key; ensure employees understand the value of their compensation and experiences.

Embrace technology for efficient functioning while maintaining a personal touch to enhance the overall employee journey.

RAJIV NAIR CEO, KAYA LIMITED

Cultivate a culture of continuous improvement, embracing change as an opportunity for growth.

KAYA LIMITED BAGS THE “CUSTOMER-CENTRIC L&D AWARD.”

Rajiv, a seasoned retail professional with 25+ years of experience across various formats, excels in buying, merchandising, operations, and P&L management. Former CEO at Celio Future Fashion, he played a key role in its growth in India. With notable positions at Shoppers Stop and Hypercity, Rajiv led the launch of Mothercare in India. He holds a Post Graduation in Management for Senior Executives from the Indian School of Business and an MMM in Marketing from Narsee Monjee Institute of Management Studies.

His blend of hands-on experience and education underscores his strategic leadership in retail.

INTERVIEW: RAJIV NAIR, CEO, KAYA LIMITED

1.Reflecting on your leadership in HR, what challenges did you encounter during the implementation of notable HR programs, and how were these challenges overcome?

T

he implementation of the CARE program was no exception, presenting its own set of challenges that needed thoughtful consideration and strategic solutions. Here are some key challenges we encountered, and the approaches taken to overcome them: Employee Engagement and Participation: One of the primary challenges was fostering active engagement and participation in the CARE program among our in-house dermatologists.

To address this, we employed a multifaceted approach, combining interactive workshops, personalized coaching sessions, and gamified learning modules. This not only made the program more appealing but also catered to diverse learning preferences, ensuring higher participation rates.

Integration with Daily Workflows: Integrating a new HR program seamlessly into the daily workflows of busy professionals, such as dermatologists, was another hurdle.

We worked closely with regional heads to align CARE activities with existing schedules and responsibilities.

Additionally, we introduced mobilefriendly modules and bite-sized content, allowing participants to conveniently access and engage with the program during downtime.

Measuring and Demonstrating ROI: Proving the return on investment (ROI) for a soft skills development program can be challenging. We established clear Key Performance Indicators (KPIs) tied to individual and team performance improvements.

Regular assessments, feedback loops, and case studies were implemented to 22

demonstrate the tangible impact of CARE on professional growth and patient satisfaction.

Cultural Alignment: Ensuring that the CARE program aligned with the organizational culture of Kaya was vital for its success. We conducted thorough needs assessments and involved employees in the design process, incorporating their input to tailor the program to our unique workplace culture. This approach fostered a sense of ownership and commitment among participants.

2. How has the HR team evolved to meet the changing needs of the organization, and what lessons have you learned from implementing successful HR practices?

HR environment within your organization?

B

uilding on our success, we'll prioritize ongoing employee development through advanced training modules and mentorship programs. Enhancing diversity and inclusion initiatives, we aim to create an even more inclusive workplace as Kaya being an organization with more than 85% women workforce. Utilizing data analytics, we'll tailor HR strategies, ensuring agility in response to evolving needs. Our focus remains on fostering open communication, recognizing achievements, and maintaining a dynamic HR environment that empowers every individual to thrive.

T

he HR team has evolved by embracing agility and tech integration, aligning HR strategies with organizational goals. Successful practices emphasize continuous learning, fostering a culture of feedback, and leveraging data for informed decision-making.

Key lessons include the importance of adaptability, employee-centric approaches, and the strategic use of technology to enhance efficiency and engagement.

Champion transparent communication and active listening to foster a collaborative and supportive work environment.

3.How do you plan to build on this success and continue fostering a positive and effective

4.What advice do you have for other HR leaders aiming to achieve similar recognition and impact within their respective organizations?

M

y advice to fellow HR leaders is to Forge strategic partnerships across departments, align HR initiatives with business objectives, and leverage technology for efficiency. Prioritize employee well-being, emphasizing personalized development. Establish measurable metrics to showcase the impact of HR practices. Cultivate a culture of continuous improvement, embracing change as an opportunity for growth. Finally, champion transparent communication and active listening to foster a collaborative and supportive work environment.

SUNITI KUMAR DHAL CHRO - FACOR

Understanding that people are the assets of any organization and focusing on them would accelerate the growth of the organization as well as the employees.

FACOR BAGS THE “EMPLOYEE ENGAGEMENT AND EXPERIENCE AWARD” Suniti Kumar Dhal, as the Chief Human Resources Officer (CHRO) at FACOR, brings extensive expertise, playing a crucial role in shaping the organization's workforce strategy. His commitment to fostering a positive work culture and aligning HR initiatives with business goals has positioned him as a key leader. Mr. Dhal's strategic approach to talent management, employee development, and organizational effectiveness has greatly contributed to FACOR's success. As CHRO, he oversees initiatives prioritizing employee engagement, diversity and inclusion, and leadership development. His innovative HR solutions have not only enhanced FACOR's performance but also established the company as an industry-leading employer. His leadership reflects dedication to cultivating a dynamic and motivated workforce crucial for FACOR's continued growth and success.

INTERVIEW: SUNITI KUMAR DHAL CHRO - FACOR

1. Reflecting on your leadership in HR, what challenges did you encounter during the implementation of notable HR programs, and how were these challenges overcome?

FACOR was a company that operated without a dedicated HR department before it was acquired by Vedanta.

Without an HR department, FACOR lacked a structured approach to managing its employees, which led to confusion, misunderstandings, and inconsistencies in the company's policies and procedures. After acquiring, our company started implementation of key HR programs, challenges were diverse, spanning from resistance to change to managing cultural shifts.

We the HR department addressed this with clear open communication with all stakeholders and ensuring all FACOR and Vedanta employees understand the rational behind changes. We provided comprehensive training programs specific to training needs, we improved employee engagement through conducting several engagement events as well as health and well being events.

To improve the performance of employees and have a robust performance driven culture, we introduced quarterly and half yearly assessments apart from annual assessments.

Overcoming these challenges reinforced the importance of adaptability, communication, and strategic resource allocation in successful HR program implementation.

2.How has the HR team evolved to meet the changing needs of the organization, and what lessons have you learned from implementing successful HR practices?

T

he HR team's evolution has been marked by a proactive response to the organization's changing needs. We 24

embraced a more strategic role by aligning HR initiatives with overall business goals. Recently, Our focus on Employee experience and engagement has led to innovative programs such as Work Integrated Learning Program for motivating employees to accelerate career growth by pursuing higher education. We have introduced Shabash card Policy which is an instant recognition program focusing on recognizing and rewarding employees for any work done over and above their goals. Now, employee engagement activities focus more on employee experience, wellbeing and enhancing capabilities through various engagement events, leadership connects and health and well being initiatives.

Successful practices stemmed from collaboration, leveraging technology for efficiency, and prioritizing employee well-being.

3. How do you plan to build on this success and continue fostering a positive and effective HR environment within your organization?

B

uilding on our current success, the plan is to further enhance the positive and effective HR environment. We will invest in advanced HR technologies to streamline processes, enabling the team to focus on strategic initiatives. We want to create a culture where employees celebrate their success and contribute towards business outcomes.

Continuous training and development programs will be expanded to nurture a skilled and adaptable workforce. We want to create a culture where employees celebrate their success and contribute towards business outcomes Employee engagement initiatives will evolve, incorporating feedback mechanisms and personalized experiences.

Transparent communication channels will persist, ensuring alignment between organizational goals and individual aspirations. Embracing diversity and

inclusion will remain a priority, fostering an environment where every voice is heard (listening organization) and valued.

Additionally, we'll leverage data analytics for predictive insights, enabling proactive decision-making.

By cultivating a culture of innovation, collaboration, and employee well-being, we aim to perpetuate our success and create a globally recognized workplace that attracts, retains, and nurtures top talent.

4. What advice do you have for other HR leaders aiming to achieve similar recognition and impact within their respective organizations?

M y advice to fellow HR leaders

seeking recognition and impact is rooted in understanding business needs and aligning HR processes with business goals and peoplecentric approach. Firstly, understand your organization's goals and align HR initiatives with them. Backing all HR programs and initiatives with metrics and analyzing the data and take actions that are proactive rather than reactive in nature. Secondly, prioritizing employee experience through fostering employee engagement and health and wellbeing initiatives. Understanding that people are the assets of any organization and focusing on them would accelerate the growth of the organization as well as the employees. Thirdly, fostering a culture of open communication and collaboration would help in innovative ideas and understanding ground level issues and solving them.

Finally, being agile and adaptable in the face of change, embracing innovation. By championing these principles, HR leaders can position themselves as integral contributors to organizational success, gaining the recognition and impact they aspire to achieve.

PAWAN YADAV DGM HR & ADMIN, SUBROS LIMITED

With an increasingly uncertain and global business environment, organizations need top talent, enduring structures, and efficient processes to outperform the market.

SUBROS LIMTED BAGS THE “WORKFORCE EVOLUTION IN L&D AWARD”

Experienced Head of Human Resources in the automotive industry with 21 years of leadership. Skilled in Talent Management, Personnel Management, Employee Engagement, Recruiting, and HR Policies.

Proven track record in Change Management, Compensation Management, and HR Delivery Systems.

Recognized for driving strategic HR interventions, enhancing process efficiency, and fostering a competitive work culture. Proficient in Employee Relations, Regulations, and Manpower planning for Greenfield projects.

INTERVIEW: PAWAN YADAV DGM HR & ADMIN, SUBROS LIMITED

1.Reflecting on your leadership in HR, what challenges did you encounter during the implementation of notable HR programs, and how were these challenges overcome?

L

eadership is crucial in managing manpower, guiding, motivating, and inspiring individuals and teams for goal accomplishment and enhanced efficacy.

In Subros, leadership is vital for clarity of organization purpose, vision, and values, motivation, team building, conflict resolution, and talent development.

Leadership is fundamental for achieving goals and creating a positive workplace environment.

Implementing HR programs faces challenges, such as resistance to change, lack of leadership support, insufficient resources, communication breakdowns, resistance from employees, inadequate training, measuring program effectiveness, legal compliance, cultural misalignment, and monitoring feedback loops. Subros addresses these challenges with proactive strategies, including effective communication, building leadership support, careful resource allocation, comprehensive communication plans, employee engagement, prioritized training, establishing KPIs, legal compliance, cultural alignment, and continuous monitoring and feedback loops.

Proactive strategies ensure ongoing success for Subros.

2. How has the HR team evolved to meet the changing needs of the organization, and what lessons have you learned from implementing successful HR practices?

T

he presence of an HR department is crucial for any organization, impacting business functions, productivity, and efficiency. The evolution of HR teams 26

from administrative roles to strategic partners has been driven by trends such as becoming strategic business partners, data-driven decision-making, focus on employee experience, DEI initiatives, talent acquisition and retention, agile HR practices, continuous learning, wellness programs, and social responsibility.

In response to challenges, Subros employs proactive strategies, emphasizing effective communication, leadership support, resource allocation, and monitoring feedback loops.

HR professionals learn valuable lessons, including tailoring practices to organizational culture, two-way communication, flexibility, continuous learning, measuring impact, building strong partnerships, balancing compliance and innovation, adopting an employee-centric approach, managing change, strategic talent management, embracing diversity, technology integration, and prioritizing employee well-being. These lessons reflect the evolving nature of HR and the continuous learning journey for HR professionals to meet changing organizational needs.

3. How do you plan to build on this success and continue fostering a positive and effective HR environment within your organization?

S

ubros HR is instrumental in managing employee relations, focusing on positive interactions and policies that enhance engagement and wellbeing. Key HR roles include policy development, recruitment, communication, conflict resolution, training, and performance management.

Policy Development and Implementation: HR establishes clear and fair workplace policies, governing conduct, discipline, grievances, and conflict resolution.

Recruitment and Onboarding: HR leads the recruitment process, ensuring alignment with company values.

Effective onboarding programs support a smooth transition for new hires.

Communication and Employee Engagement: HR fosters strong communication channels, organizing meetings, disseminating information, and driving initiatives like surveys and recognition programs to enhance employee engagement.

Conflict Resolution and Mediation: HR serves as a mediator, providing a confidential space for conflict resolution.

Skilled professionals use active listening and empathy to facilitate dialogue and consensus-building.

Training and Development: HR identifies training needs, designs programs, and provides learning opportunities to enhance employee skills and job satisfaction, demonstrating commitment to their growth.

Performance Management: HR establishes fair performance management systems, conducting evaluations and providing constructive feedback to promote accountability and professional growth.

Subros HR prioritizes policies promoting fairness, open communication, and engagement, creating an environment where employees feel valued and supported.

Positive employee relations lead to

INTERVIEW: PAWAN YADAV DGM HR & ADMIN, SUBROS LIMITED

increased job satisfaction, improved productivity, and contribute to overall organizational success.

4. What advice do you have for other HR leaders aiming to achieve similar recognition and impact within their respective organizations?

T

he future of the HR function lies in leaders who are able to provide operational value, respond to pressing influences, to key challenges and business challenges and connect human capital decisions with business strategy. objectives, to financial performance.

HR leaders must constantly redefine the This knowledge allows them to speak the language of the C-suite and use talent acquisition process. performance metrics to drive their Stepping into this new role is not an workforce management strategies. easy task. The path to success will vary Trusted HR leaders must know their based on the specific challenges your organization’s business inside and out, organization faces. However, there are and give a sales presentation as seven characteristics that are consistent competently as discussing turnover among best-in-class Chief Human solutions.

Resources Officers (CHROs).

Following them will jump-start your 4. Embrace Data.

Successful HR understand that success: designing and executing against their 1. Enable Strategic Workforce Planning. human capital strategies is only part of To achieve business goals, successful the job. It’s also critical that they HR must work with their business gauge the efficacy of their efforts and leaders to develop strategic workforce illustrate the impact human capital plans that meet their short-term and has on the bottom line. CHROs must long-term human capital needs. But the take advantage of the tools and CHROs who do this effectively will technologies they have at their create a distinct competitive advantage disposal to make more informed decisions based on meaningful data. when it comes to talent pipe-lining.

2. Align with Line Managers.

The best HR arm is line managers with the information and tools they need to engage and motivate the workforce.

Successful human resources management can help increase workplace productivity and employee loyalty by working hand-in-hand with line managers to enhance the employer brand and corporate culture.

5. Own the Employer Brand Strategy.

The best HR clearly define their employer brand and partner with marketing to communicate company culture internally and externally.

Companies that successfully align their employer brand with their outward brand to attract employees and screen for cultural fit will be better positioned to recruit, engage and retain the talent they need to succeed.

3. Speak the Language of Influence.

Successful HR understand their 6. Mitigate Human Capital Risks.

Effective HR aren’t only charged with organization’s business – from market

the “softer” side of human capitalmanagement. They also serve as the internal leaders when it comes to achieving compliance with local, state and federal labor standards. Adding to their list of responsibilities, the best CHROs also identify, mitigate and report on non-regulatory human capital risks. These people-related business risks can have a significant and negative impact on the company’s bottom line, reputation and future success.

7. Partner with Outside Experts.

Most HR departments don’t have the bandwidth to do it all. The most effective CHROs will identify when to use internal resources and when to partner with an outside expert to achieve their talent objectives. Strategic partnership with service providers like RPO firms can free up CHROs to focus on other strategic imperatives. This allows them to provide results that help them secure the trust of the C-suite.

It is time for HR management professionals to transform their approach to talent and focus on the bigger business picture. With an increasingly uncertain and global business environment, organizations need top talent, enduring structures, and efficient processes to outperform the market. The best CHROs are already linking work and people to business results. Are you ready to do the same?

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VIJAYALAKSHMI R CHIEF HUMAN CAPITAL OFFICER & SVP AT TRIANZ

The road ahead for our HR is about harnessing employee potential, optimizing processes, and aligning goals with the organization's objectives.

TRIANZ BAGS THE “EMPLOYEE ENGAGEMENT CATALYST AWARD”

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 role at Trianz, she focuses on strategically enhancing the human capital function and fostering organizational growth. Previously at Genpact, Viji managed global demand planning, fulfillment, and employee retention. Her diverse senior roles at Genpact and GE Healthcare showcase her expertise. Viji played a key role in Goldman Sachs' growth and is known for championing diversity and inclusion. She holds an MBA in Human Resource Management from XLRI, Jamshedpur.

INTERVIEW: VIJAYALAKSHMI R, CHRO & SVP, TRIANZ

1.Reflecting on your leadership in HR, what challenges did you encounter during the implementation of notable HR programs, and how were these challenges overcome?

I n my journey as an HR leader navigating complex programs, the primary challenge has been managing change. The key to successful implementation of innovative programs lies not just in the execution, but in the adoption. To ensure adoption, we should invest in understanding unconscious biases, anticipating resistance, and creating a strategic change management approach, while passionately believing in the value of change.

Crucial to this process is leadership championing, ensuring that changes are not only implemented, but also embraced willingly. In my experience, accepting change becomes easier when the change is directly linked to a business challenge.

A successful example from one of my previous roles was setting up a new function focused on demand planning.

Through internal-first strategy, upskilling and reskilling, stakeholder buy-in and Policy formulation, we successfully led the ‘Many careers-one job’ mojo. In a span of 24 months, about 40,000 employees were rotated to new roles of their choice. The results and experiences of the employees were highly encouraging and gave us huge confidence in terms of retaining talent, cost savings and accelerated revenue for the company.

Similarly, transforming Trianz into an IP-led Digital Transformation services firm was a significant shift demanding a strategic approach to overcome internal and external challenges.

I think it's also imperative to keep the talent, including HR, engaged throughout. In essence, managing

change is about instilling structure amid chaos, aligning initiatives with business goals, and enabling the teamto efficiently prioritize to achieve the desired outcome.

2. How has the HR team evolved to meet the changing needs of the organization, and what lessons have you learned from implementing successful HR practices?

H R function has undergone a

remarkable transformation evolving from an administrative role to a strategic business partner and the journey has imparted invaluable lessons. One of the key lessons learnt is the importance of ‘empathy’. In today's fast-paced, ever-changing environment, addressing the concerns of the workforce is crucial. We've shifted from a process-focused approach to one that places employee experiences and well-being at the forefront.

This empathetic perspective has been instrumental in addressing employee challenges effectively, especially in the wake of Covid. As HR professionals, we had to be agile and constantly on our toes. A significant part of our focus has been on ensuring that both our workforce and HR team don’t succumb to burnout. This needed a delicate balance between driving performance while nurturing a supportive environment.

To achieve this, we've built a robust team that believes in our vision and is committed to executing it flawlessly.

Embracing data-driven insights and dashboards, recognizing, and rewarding early adopters has fostered a culture of appreciation to a significant extent!

3.How do you plan to build on this success and continue

fostering a positive and effective HR environment within your organization?

T

oday, Trianz stands at a pivotal juncture transforming itself into an IP led digital transformation services firm, which is quite challenging as it is a new paradigm.

Our strategy to achieve this is three pronged - firstly, we're assessing the organization structure to fire up the engine, secondly, we’re scaling to hire the best talent, and thirdly we’re emphasizing the transformation of HR Generalists into coaches. I believe that an engaged workforce helps instill structure amid chaos while aligning initiatives with business goals.

So, the road ahead for our HR is about harnessing employee potential, optimizing processes, and aligning goals with the organization's objectives. As we progress, we will keep close watch and course-correct to make the desired impact.

4. What advice do you have for other HR leaders aiming to achieve similar recognition and impact within their respective organizations?

M y advice to fellow HR leaders

would be twofold:

1. Develop a deep understanding of your organization vision and business commercially, and translate what it means every day to your function.

After all, as HR leaders, we are the custodians of the vision and need to communicate it compellingly to our teams.

2. Build a great team because you are only as good as your team. Ensure they understand your vision, are motivated, expose them to challenges and boost their morale.

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MARUTI NANDAN Head HR, DANA ANAND INDIA PVT. LTD.

See failure as a natural part of life.

Your ability to innovate will set you apart.

DANA ANAND INDIA PVT. LTD. BAGS THE “INNOVATION IN L&D AWARD” Maruti is a seasoned professional with over 17 years of experience in driving organizational change and transformation, scaling up regional business setups, and developing leadership pipelines. He holds a Master's degree from Tata Institute of Social Sciences (TISS, Mumbai) and a Bachelor's degree in Chemistry from Hindu College, University of Delhi. Maruti is passionate about reading, audiobooks, and traveling with a goal of visiting 100 countries before turning 50. He is happily married to Srija Banerjee, a corporate professional, and they have a daughter named Erika.

INTERVIEW: MARUTI NANDAN, HEAD-HR, DANA ANAND INDIA PVT. LTD.

1.Reflecting on your leadership in HR, what challenges did you encounter during the implementation of notable HR programs, and how were these challenges overcome?

As DAIPL HR, we are aware of unique challenges faced by the growing Industry like ours. We at DAIPL, believe in the philosophy of “Business is 90% People” and have always focused on Nurturing Talent, supporting continuous Education, build trust and empower people by valuing Integrity and recognize & reward achievements. Leveraging Technology became instrumental in creating optimal employee experiences. Additionally driving a diverse workforce with varying needs and expectations was a complex aspect that DAIPL needed to navigate. To create an inclusive and supportive work environment, DAIPL implemented comprehensive health and wellness program at the core of its offering.

Initiatives were met with positive engagement, demonstrating the workforce dedication to growth.

While adoption remains an ongoing pursuit, our approach will be incremental recognizing that success is achieved one step at a time.

2. How has the HR team evolved to meet the changing needs of the organization, and what lessons have you learned from implementing successful HR practices?

O

ur HR Team has focused on agility and evolving needs of the organization and workforce. This team has progressed remarkably by marking its shift towards integrating advanced technologies in HR and bringing in new initiatives which are aligned with the future needs of the Organization like Future Skills &

Competencies, Futuristic offerings on wellness, Employee Value Propositions or Inclusion & Diversity as core concepts. Our focus on Employee development and engaging experience has led to many innovative programs which motivated employees to accelerate career growth by pursuing higher education in respective fields.

Lessons learnt include the importance of adaptability, data driven decision making, strategic use of technology shaping EVP and importance of proactive employee engagement for a thriving workforce.

3.How do you plan to build on this success and continue fostering a positive and effective HR environment within your organization?

B

uilding on our success, we’ll prioritize ongoing employee development through advanced training modules, enhancing diversity & Inclusion Initiatives. Our focus remains on fostering open communications, recognizing achievements, and maintaining dynamic HR environment that empowers every individual to thrive.

We will further work on building more on culture where employee celebrates their success and contribute towards business Outcomes.

Additionally, we will leverage on data analytics for predictive insights and enabling proactive decision making by cultivating on problem solving culture in each function.

Our focus remains on fostering open communications, recognizing achievements, and maintaining dynamic HR environment that empowers every individual to thrive.

4.What advice do you have for other HR leaders aiming to achieve similar recognition and impact within their respective organizations?

B

e a continuous Learner and embrace consistent efforts for success. Know where to stand firm and where to adapt. Maintain focus, agility, discipline, and cultural awareness. Learn from mistakes and play when its time to play and sleep when needed.

Embrace Failure: See failure as a natural part of life. Your ability to innovate will set you apart.

Define your career aspirations and co-create the strategy with organization to achieve it.

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SAGAR VADAPURKAR

VP AND HEAD – PEOPLE SUCCESS AND CULTURE, EXXAT SYSTEMS PVT. LTD

Any people related process, policy or initiatives must be designed keeping the last man on the ground in mind and about the experience that they will carry for a longer period of time.

SAGAR IS THE RECIPIENT OF “HR THOUGHT LEADER OF THE YEAR AWARD” Sagar Vadapurkar, a seasoned HR leader with over 20 years of success, specializes in building organizations from the ground up. He is adept at streamlining workforces and connecting them to visionary candidates. Sagar has proven credentials in overseeing Talent Acquisition, Employee Engagement, Learning & Development, Talent Management, Resource Management, and HR shared services across various domains such as Insurance, Fintech, Real Estate, Capital Markets, Consumer Finance, LED Lighting, Construction Equipment, Technology, and Healthcare. With a remarkable track record, he has led cross-functional teams of over 100 and served as a key member of Senior Management Teams for market leaders.

INTERVIEW: SAGAR VADAPURKAR, VP AND HEAD – PEOPLE SUCCESS AND CULTURE , EXXAT SYSTEMS PVT. LTD

1.Reflecting on your career, can you share an accomplishment that stands out as particularly impactful, and how did it shape the trajectory of your professional journey? hile reflecting back, I can definitely W mention about my effort of building businesses, HR Teams and processes from scratch. Right from ICICI Bank and Bajaj Allianz, I have been instrumental in building HR process frameworks, bringing technology solutions to the best possible. Later while in Dhani, building businesses varied from Construction equipment leasing, Stock Broking , NBFC, Asset Reconstructions , LED Lighting and or any consistent performing Healthcare. Needless to say, because of the trust conferred by the respective professional, there is a definite need for a management leaders and obviously the supporting mentor and supporting team in today’s world. I consider myself larger HR Teams. absolutely lucky to have mentors and collaborators. Especially to mention Mr. 2. In your experience, what Anil Rathore, one of my mentors from principles or strategies in leadership IB Group , who was a torch bearer and have proven most effective in has lasting imprint on my journey in steering teams and organizations Dhani. The help and guidance that he has given is innumerable. toward success?

F

simple, and fast.

Employee experience is the most crucial part of any HR process and technological solutions are the ultimate answers.

5. For aspiring professionals seeking recognition like yours, what advice would you offer as the most valuable lessons you've learned in your field?

rusting your teams, delegating at the 4. In navigating an industry that T B eing honest , transparent with right time with right approach, being continually evolves, what, in your utmost transparent and always thrive for innovations, using newest technologies and last but not the least, lead by examples and from the front, have been the principles that I have used all these years and they have worked for sure. Keeping the end use in mind has always been my “Mantra” for any process or re-engineering.

3. How do mentorship and collaboration factor into your career, and have there been mentors or collaborators whose influence has left a lasting imprint on your professional path?

view, is the key skill or mindset crucial for staying innovative and pertinent?

Over the last 10+ years, usage of technology led solutions within the HR space has grown multifold and as the HR professional is absolute given that you must be on top of technological changes that happening in the industry and this single most mindset has helped me a lot. You must keep searching for these advancements all the time, attend conferences, meet people, and most importantly read to understand. Then using those new products in the day-today processes to make things easier,

your seniors and larger team as a leader is the possibly the most important factor that has worked for me and obviously that helped me all this while. Any people related process, policy or initiatives must be designed keeping the last man on the ground in mind and about the experience that they will carry for a longer period of time.

Keeping in the pace of technological advancements in the HR Tech and knowledge of newest trends in the market must be at the core of priority for aspiring HR professionals as this is going to be the future of HR.

33

HEMANT BATRA DIRECTOR - HUMAN RESOURCES, CENTRIC CONSULTING

By exploring alternative approaches, you can enhance your skills and understanding, leading to continuous evolution and innovation.

HEMANT IS THE RECIPIENT OF “CHANGE MAKER OF THE YEAR AWARD”

With over 18 years of HR experience, Hemant Batra, the current HR Head at Centric Consulting, is dedicated to driving innovation and fostering a culture of creative thinking. His expertise lies in talent management, and he is committed to creating positive change within the workplace. Outside of work, Hemant is a continuous learner who believes in the transformative power of collaboration to inspire others to reach their full potential.

INTERVIEW: HEMANT BATRA, DIRECTOR - HUMAN RESOURCES, CENTRIC CONSULTING

1.Reflecting on your career, can you share an accomplishment that stands out as particularly impactful, and how did it shape the trajectory of your professional journey?

In 2018, I faced the daunting task of

recruiting candidates in the ASEAN region, while also establishing new offices and overseeing the entire spectrum of HR operations. Despite lacking prior experience in international recruiting or HR, my determination to learn and a "Can do" attitude propelled me forward. As a result, I successfully recruited candidates, established offices in seven countries and gained invaluable expertise in HR operations.

This transformative experience not only expanded my role from a recruiting professional to a well-rounded HR professional, but also significantly shaped my career trajectory.

2 .In your experience, what principles or strategies in leadership have proven most effective in steering teams and organizations toward success?

Following are few principles has worked

for me personally - Trust based relationship, establishing right direction for the team, keeping periodic checks, supporting and backing up people, extending appreciation to the families, committing to continuous learning, celebrating success.

3. How do mentorship and collaboration factor into your career, and have there been mentors or collaborators whose influence has left a lasting imprint on your professional path?

M

any individuals tend to emulate their leaders and aspire to become like them. In my case, I also found myself influenced by my leaders, but I was

fortunate to remain open to learning from both my peers and subordinates.

This approach allowed me to experience a well-rounded development across various facets of leadership, rather than focusing solely on one category. As a result, I had the privilege of learning from both direct and indirect mentors, and I am truly grateful to them for their role in shaping the person I am today.

4. In navigating an industry that continually evolves, what, in your view, is the key skill or mindset crucial for staying innovative and pertinent?

C hallenge the "Status quo" and refuse to accept that things can only be done in a certain way.

By exploring alternative approaches, you can enhance your skills and understanding, leading to continuous evolution and innovation.

Challenge the "Status quo" and refuse to accept that things can only be done in a certain way.

5. For aspiring professionals seeking recognition like yours, what advice would you offer as the most valuable lessons you've learned in your field?

Maintain focus on the

fundamentals of your job and function. Once you are confident in the strength of your basics, then you can progress to the next levels. It's important to remember that no CEO seeks advancement unless the basics are firmly established.

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SHILPA MADNE

SR. MANAGER - TALENT ACQUISITION, GOLDENSOURCE INTERNATIONAL PVT. LTD.

The Combination of adaptability, Creativity & Proactive anticipation of changes are the key skill for staying innovative and pertinent in this continually evolving industry.

SHILPA IS THE RECIPIENT OF “WOMEN LEADER AWARD” Shilpa Madne, HR Talent Acquisition Lead at GoldenSource International, brings 15 years of expertise in sourcing and retaining top-tier talent. Specializing in system implementation, process revamping, executive search, RPO models, and staff augmentation, she excels in compensation correction and implementing industry-best salary offerings. Shilpa, based in Mumbai, has held key positions at IT software companies like Polaris and CitiusTech. A Management Studies graduate, she holds a Diploma in HRM from Welingker’s Institute and is a certified Predictive Index Analyst. Shilpa, a strong advocate of continuous learning, critical thinking, and stakeholder management, is also the Chairperson of the POSH committee at GoldenSource International.

INTERVIEW: SHILPA MADNE, SR. MANAGER - TA, GOLDENSOURCE INTERNATIONAL PVT. LTD.

1.Reflecting on your career, can you share an accomplishment that stands out as particularly impactful, and how did it shape the trajectory of your professional journey?

O

ne significant accomplishment that stands out for me is developing the strategies like creating a Battle/WAR room, Special referral programs, Campus hiring, Domain specific hiring, aggressive hiring plan for ramp up projects etc. to bring in best recruitment practices with changing times & hiring manager’s expectations that significantly improved my critical thinking ability on quality hiring. This breakthrough helped me in revisiting my hiring yardsticks, hiring processes, negotiation skills and streamlining the understanding of nuances with hiring managers.

Have been back-to-back awarded as Best Recruiter in quarterly performance, received Best Performer of the year (Associate of the year award), 2 times have received the recognition as a Best Recruitment Team performance (Power of one), been a crucial part of the team representing employer branding with outsourced marketing/branding agency to encourage volume hiring. Have led campus drives with top institutes like IIT, NMIMS, NITIE during my core recruiter days.

This accomplishment was impactful in several ways. Firstly, it garnered the confidence with my Business Unit heads, opening doors for collaborations. It also helped me to speak about my success stories at different other department or function units.

Professionally, this achievement elevated my standing within the company, I am not only a face for the Talent Acquisition team but also a go

to person for most of the initiatives held at organizational level like Employer Branding, Revamping Onboarding process, System Implementation, Process Improvement, Internal Recruitment Auditor, Hosting events, Training programs, initiating Delivery/Team Offsites, I have been a key collaborator with active participation in all these initiatives, it provided me a solid foundation for subsequent other initiatives. Overall, this accomplishment served as a catalyst for personal and professional growth, shaping my trajectory by reinforcing the value of quality work, perseverance, and collaboration in leading meaningful initiatives

2 .In your experience, what principles or strategies in leadership have proven most effective in steering teams and organizations toward success?

• Clear Vision & Communication – An effective communication of goals, expectations, and a focused strategies helps align everyone towards a common objective • Collaboration & Team Building – Encouraging collaboration and fostering a positive team culture enhances productivity, it helps to create an environment where diverse perspectives are valued.

• Lead by Example – Demonstrating the values & behaviors set by others helps in creating a strong example • Recognition & Feedback – Acknowledging and appreciating the contribution of team members through positive feedback. Rewards and recognition boots morale and motivates team members to excel.

These principles when applied, creates a strong foundation for effective leadership that guides team and

organization towards success by fostering a supportive, productive, and innovative work environment.

Demonstrating the values & behaviors set by others helps in creating a strong example 3. How do mentorship and collaboration factor into your career, and have there been mentors or collaborators whose influence has left a lasting imprint on your professional path?

Mentorship and collaboration have

been instrumental in my career growth and development. I consider myself to be fortunate enough to receive both from such Talented strong individuals, their influence has been invaluable.

Mentors in my life have made me identify the growth opportunities, helped me to navigate challenges, made me rise my decision-making ability, taught me to be a problem solver.

Mentorship has provided me with guidance in streamlining/enhancing the hiring process with a nonnegotiable quality hiring, keeping in focus on achieving hiring numbers which is eventually linked to organizational goals. They have also helped on how to achieve optimum cost utilization, cost saving and maintaining a parity. Many mentors taught me hack of aggressive negotiation skills on compensation 37

INTERVIEW: SHILPA MADNE, SR. MANAGER - TA, GOLDENSOURCE INTERNATIONAL PVT. LTD.

offering, signing off contracts, to be a critical demanding customer and be able to deliver the best of customer satisfaction experience Collaboration, on the other hand has helped me to leverage diverse skills sets & ideas.

Dealing with vendor partners, event organizers has helped me in having the high deliver standard results. It has broadened my horizon, exposing me to new methodologies, innovative approaches, and diverse ways of thinking.

4. In navigating an industry that continually evolves, what, in your view, is the key skill or mindset crucial for staying innovative and pertinent?

A n ability to Adapt stands out as crucial skill for staying innovative and pertinent. Adaptability to change, embrace new technologies, new trends, adapt best practices is extremely essential.

Additionally, Creativity & Curiosity plays a significant role. Create an environment where team members are encouraged to think out of the box, explore new ideas, take calculated risk Moreover staying Proactive is another key factor. Staying informed about the market trends, technological advancement, and knowing your customer/stakeholder allows a unique solution to complex problems.

Therefore, the combination of adaptability, Creativity & Proactive anticipation of changes are the key skill for staying innovative and pertinent in this continually evolving industry.

5. For aspiring professionals seeking recognition like yours, what advice would you offer as the most valuable lessons you've learned in your field?

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I would like to advice an aspiring Build a strong network by professional to be a continuous Learner, stay updated with latest trends, technologies & methodologies. Dedicate a time to develop a soft skill or a skill enhancement.

Find your unique voice for the way you approach.

Seek regular feedback from your stakeholders, be open for constructive criticism.

Build a strong network by attending conferences, joining professional groups, this helps in opening the door for new opportunities.

attending conferences, joining professional groups, this helps in opening the door for new opportunities.

Focus on Quality of work & its impact. Do not hesitate to showcase your achievements, it helps in gaining recognition.

Seek mentorship that can provide guidance, advice & support.

YUVARANI KAROTHIA PLANT HR HEAD – AXLE & GEAR, DANA ANAND INDIA PVT LTD

IT IS IMPORTANT TO THRIVE IN THE FACE OF AMBIGUITY AND MOVE OUT OF ONE’S COMFORT ZONE TO LEARN NEW THINGS AND CREATE DIVERSIFIED IMPACT

YUVARANI IS THE RECIPIENT OF “WOMEN LEADER AWARD” Yuvarani is an accomplished HR Leader with over 15 years of progressive experience of Strategic HR, HR Business partnering and People Management. She has a strong Business acumen and has demonstrated expertise Talent Management, OD Intervention, employee life cycle, compensation and benefits and Strategic projects supporting business future needs. Yuvarani holds a master’s degree in human resources and certifications in HR Business Partner, Compensation and Benefits OD Interventionist and Strategic people Management from IIM Calcutta. She is a yellow belt in problem solving and has received Awards and Recognition for her contribution to the Business. Yuvarani is married to Raj, and they have a daughter, Kiara.

INTERVIEW: YUVARANI KAROTHIA, PLANT HR HEAD – AXLE & GEAR, DANA ANAND INDIA PVT LTD

1.Reflecting on your career, can understand the organizational goals you share an accomplishment that and contribute more effectively. stands out as particularly Creating a culture of collaboration within the team encourages diverse impactful, and how did it shape the perspectives, fostering creativity and trajectory of your professional innovation. journey?

3. How do mentorship and am honoured to have received the collaboration factor into your prestigious "Woman Leader of the career, and have there been Year" in Empowering the Business and mentors or collaborators whose the People Who Drive It" award. This influence has left a lasting imprint truly encouraged me to reflect upon the on your professional path?

I

support that I have received from both my family and the organisations I had worked in understanding my own crests and troughs.

One standout accomplishment in my career is the successful transition during the merger and acquisition in my alma mater organisation with a comprehensive plan and subsequent execution of the said initiative.

M

entorship and collaboration have played pivotal roles in my career development. I have been fortunate to have mentors who provided guidance, shared valuable insights, and challenged me to step outside my comfort zone. Proudly I would like to mention here about Mr. AMAR CHHAJED (Founder of Webtech), who have been my leader & mentor and his influence has been instrumental in shaping my leadership style and navigating complex professional challenges. Moreover, I was lucky enough to get teams with diverse skills and perspectives that helped analyse the challenge from various dimensions

Also, recognizing the need to foster an inclusive workplace, I spearheaded initiatives that not only increased diversity across various teams but also created a culture of belonging. This accomplishment significantly shaped the trajectory of my professional journey by highlighting the importance of aligning organizational values with 4. In navigating an industry that diversity and inclusion principles.

continually evolves, what, in your 2 .In your experience, what view, is the key skill or mindset principles or strategies in crucial for staying innovative and leadership have proven most pertinent? effective in steering teams and n navigating the continually organizations toward success?

I

evolving automobile ancillary sector,

I n steering the team towards success, adaptability and a forward-thinking

I have found that clear communication, and fostering a culture of collaboration are very valuable. Also leadership involves being transparent, genuine, and leading by example. It is very much me to be sensitive to my team's needs, not just on the professional front, but also trying to pay heed to any of the other needs. By establishing open lines of communication, teams can better 40

mindset are essential. The key skill crucial for staying innovative is embracing a culture of continuous learning. Encouraging employees to upskill, fostering a mindset of curiosity, and staying updated with the necessary industrial skillsets are essential. I feel, it is important to challenge your own status quo and to understand your emotional quotient to

help foster innovation and balance between the thoughts you have and the thoughts you actually need in the situation.

5. For aspiring professionals seeking recognition like yours, what advice would you offer as the most valuable lessons you've learned in your field?

For aspiring professionals seeking

recognition and success, I would offer the following advice:

Embrace Continuous Learning: Stay curious, invest in your personal and professional development, and be open to acquiring new skills.

Build Strong Networks: Cultivate relationships within and outside your organization. Networking provides opportunities for mentorship, collaboration, and exposure to diverse perspectives.

Authenticity Matters: Be true to yourself and your values. Authentic leadership builds trust and fosters positive relationships within the workplace.

Take Calculated Risks: Don't be afraid to step out of your comfort zone.

Innovation often stems from taking calculated risks and learning from both successes and failures.

Advocate for Diversity and Inclusion: Recognize the value of diverse perspectives and actively contribute to creating an inclusive workplace.

In conclusion, my journey in the automobile ancillary sector has been enriched by impactful accomplishments, effective leadership principles, valuable mentorship experiences, and a commitment to continuous innovation. I hope that my reflections and advice inspire aspiring professionals to navigate their careers with resilience, authenticity, and a passion for empowering both businesses and the people who drive them.

GANESH IYER SENIOR DIRECTOR, HUMAN RESOURCES, ADP

Leaders who empower their teams are always certain to create a positive work environment and improve employee satisfaction

GANESH IS THE RECIPIENT OF “HR INFLUENCER OF THE YEAR AWARD”

Ganesh Iyer is an impactful HR leader with 16+ years of experience in Information Technology, Services, and Telecommunications. In his current role at ADP, he leads HR Technology and Shared Services, driving HR transformation and implementing industry best practices. Ganesh has been recognized in prestigious forums, including the Economic Times 40 under 40 list, for his contributions to HR. Based in Prague, Czech Republic, he enjoys podcasts and is an avid runner in his spare time.

INTERVIEW: GANESH IYER, SENIOR DIRECTOR, HUMAN RESOURCES, ADP

1.Reflecting on your career, can you share an accomplishment that stands out as particularly impactful, and how did it shape the trajectory of your professional journey?

D uring early career, I always had the

reputation to challenge status quo and never settle… I come from a family of achievers, who always stepped out of comfort zone and made it big. This acted as both natural pressure and at times causing anxiety on “What am I gonna do?” I found my passion for HR, during my early stints with Summer and Winter projects – “Human interactions” . The more I did, the more I was enjoying this. This helped me remain curious to learn things in HR, keep on taking bold and challenging assignments(sometimes by choice and sometimes voluntold) build networks within the org/teams around me. This quality has remained throughout – to help towards journey of continuous learning, and continues to shape my journey at work

2. In your experience, what principles or strategies in leadership have proven most effective in steering teams and organizations toward success?

There are many principles and strategies that I have experienced and believe, which steer teams and organizations toward success. Some of the more impactful ones: 1. Effective communication: Leaders who communicate effectively can inspire their teams, build trust, and foster collaboration.

2. Visionary thinking: who have a clear vision of the future can inspire their teams to work toward a common goal. helps teams stay focused, motivated, and aligned.

3. Strategic decision-making: who make strategic decisions can help their organizations adapt to changing 42

circumstances and stay ahead of the competition 4. Empowering others: One of the most important qualities - Leaders who empower their teams are always certain to create a positive work environment and improve employee satisfaction 5. Continuous learning: Leaders who are committed to continuous learning can stay up-to-date with the latest trends and best practices. And 6. Purposeful leadership: Purposeful leaders are those who are clear about their purpose, role, and values. They are authentic, driven, and focused on serving others and transparent.

4. In navigating an industry that continually evolves, what, in your view, is the key skill or mindset crucial for staying innovative and pertinent?

Innovation involves generating

valuable ideas to enhance processes efficiently. To foster innovative thinking, individuals should develop skills like creativity, curiosity, flexibility, risk-taking, persistence, and collaboration. Key aspects include imagination, viewing problems as opportunities for improvement, creative design They can always serve as a starting thinking, critical analysis of point for leaders who want to steer their workplace processes, and recognizing teams and organizations toward success. that innovation is often a collaborative team effort.

3. How do mentorship and collaboration factor into your career, and have there been mentors To champion innovation, you also or collaborators whose influence need 5 personal skills: developing a growth mindset, connecting the dots, has left a lasting imprint on your networking, storytelling, and professional path? embracing lifelong learning.

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entorship and collaboration have 5. For aspiring professionals been an essential factor in my personal journey and career development. seeking recognition like yours, Mentorship has always provided me what advice would you offer as with right guidance, support, and the most valuable lessons you've feedback to help grow and develop learned in your field? skills. While collaboration has helped me learn from others, build relationships, tay hungry for learning, and achieve common goals and share continually reskilling and reshaping success together. It has helped me gain yourself throughout your career. new perspectives, learn new skills, and Build a strong network of colleagues expand their networks . Besides learning and peers, cultivating friendships that and opportunities, these have helped me serve as advisors, providing identify new opportunities, overcome constructive criticism, and challenges, and achieve goals faster, encouraging mutual growth. stronger and better. Personally it has Embrace open-mindedness to helped me build confidence, improve feedback, actively listen, and communication skills, and enhance understand the pulse of your teams personal leadership abilities. In my and ecosystem. Recognize that great personal journey these helped me leaders, architects, and individuals in develop a growth mindset, embrace new any field thrive with coaching, advice, challenges, and take risks (beyond my and feedback – leverage these imagination) resources for continuous improvement.

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KHUSHBOO BHAVSAR DIRECTOR - HUMAN RESOURCE, MEASUREONE

The most effective leadership is less controlled. They set the context and align business strategies with core values.

KHUSHBOO IS THE RECIPIENT OF “PEOPLE MANAGER OF THE YEAR AWARD”

Khushboo Bhavsar, an energetic and positive-minded individual, has over 18 years of experience developing human resources. Self-driven and motivated by internal principles, she values professional growth, happiness, and peace. Known for her empathetic leadership, Khushboo builds long-term relationships and brings about desired change with a high work ethic. Organized in both professional and personal life, she successfully balances her role as an HR professional with being a full-time mother and managing a large family and social connections.

INTERVIEW: KHUSHBOO BHAVSAR, DIRECTOR - HUMAN RESOURCE, MEASUREONE

1.Reflecting on your career, can you share an accomplishment that stands out as particularly impactful, and how did it shape the trajectory of your professional journey?

I

believe that a professional career is a journey and not a destiny so I don’t think there will be one such accomplishment which I can point out.

However, one consistent factor that, played a crucial role in my journey is understanding what I own. I always work as an owner as opposed to an employee. Personal and professional growth becomes a by-product when you own what you do and execute it right.

2. In your experience, what principles or strategies in leadership have proven most effective in steering teams and organizations toward success?

The most effective leadership is less controlled. They set the context and align business strategies with core values. It is highly influential and not dictating. It empowers the team and inculcates a culture of responsibility with freedom.

4. In navigating an industry that continually evolves, what, in your view, is the key skill or mindset crucial for staying innovative and pertinent?

I

t is important to focus on “what before how”. In any context, what starts with, “What do you want to achieve, what seems to be a challenge, what seems to be the goal, what will be an outcome” and so forth and so on.

People development comes through a better business alignment. One must align with the business to innovate for veryone does have mentors and your people and that helps you innovate influencers in life and so do I. I am better in terms of product contribution eternally grateful to be surrounded by and uplifting the overall organization. positive people who believed in me and supported me. That includes my 5. For aspiring professionals undivided family, countable friends, and seeking recognition like yours, long-nurtured professional relationships, what advice would you offer as the which help me thrive all the time. Their most valuable lessons you've trust and respect are my biggest learned in your field? influencer.

3. How do mentorship and collaboration factor into your career, and have there been mentors or collaborators whose influence has left a lasting imprint on your professional path?

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C

“ ourage is about being yourself in the world that expects you to be someone else.” These are my favorite words.

Becoming self-aware is a prerequisite to being and feeling successful. It is important to know who we are rather than being judged or told by others, how we feel about ourselves instead of seeking approval, and what is our version of happiness instead of some emotion-driven interpretation of circumstances. Self-awareness boosts positive development, helps communicate effectively, strengthens relationships and improves decision-making. Selfawareness is imperative for those who seek continuous learning and development in their professional career.

MITI RANDERI

FOUNDER & PRINCIPAL CONSULTANT, E4 HR ASSOCIATES

Try to learn from every experience in life and utilize those insights for betterment and such recognitions and accolades will automatically follow your good work

MITI IS THE RECIPIENT OF “HR MENTOR OF THE YEAR AWARD”

Ms. Miti Randeri, an MBA with 18 years in HR, is the Founder of E4 HR Associates, offering HR, POSH, and DEI advisory services. She's an Executive Committee Member of NHRDN Ahmedabad, a visiting faculty at Ahmedabad University, and mentors professionals, especially women. Recognized for her contributions, she has received awards like "Gujarat Women Leaders 2022" and the HRAI Women Achievers Award 2022. Passionate about equality and mental wellness, Ms. Miti has a commendable track record in her field.

INTERVIEW: MITI RANDERI, FOUNDER & PRINCIPAL CONSULTANT, E4 HR ASSOCIATES

1.Reflecting on your career, can you share an accomplishment that stands out as particularly impactful, and how did it shape the trajectory of your professional journey?

The Gender Diversity Initiative at my

first organization: Around the same time that the Vishakha guidelines were being implemented, way before the Act was notified, a simple workforce analysis turned out to be an eye-opener regarding the low percentage of women in the workforce. Thus, an initiative began to increase their representation.

An employee survey, duly reviewed by women representatives, the Management, and external women Subject Matter Experts, led to the implementation of a structured plan with provisions for basic amenities such as conveyance, a creche, extended maternity leave, flexi-working, and a more rational approach to guidelines like 'promotion with transfer'. Coupled with a zero-tolerance anti-harassment policy, this initiative has seen a significant increase in the women workforce. Being the HR spoke and strategist for this initiative, and for the implementation of Vishakha guidelines, turned out to be a turning point in my career. It made me realize the massive effort required to shatter the glass ceiling while providing women with space for socio-cultural obligations, and at the same time, ensuring business goals are met. As an HR advisor, I constantly endeavor to empower women to come out of the shadows and help organizations create opportunities for growth through the design of conducive HR practices and work cultures.

effective require a combination of principles and strategies that can vary based on the context and the specific needs of a team or organization. Some of the key attributes are foresight and strategic orientation, compassion and empathy for team members, a culture of open communication and empowerment, the ability to harness the strengths of each team member and guide them towards the collective cause, conflict resolution and crisis management, and most importantly, the ability to walk the talk and lead from the front, as well as be a team player when needed.

and "Adaptability" is the key skill. In business terms, it is the ability to embrace change, constantly learn new technologies and practices, and swiftly amend strategies. A "Growth" mindset is crucial for staying innovative and relevant. The key skills to focus on to develop Adaptability are open-mindedness, agility, networking skills, creativity, innovation, resilience, customercentricity, strategic vision, and networking and collaboration.

As an HR advisor to MSMEs, I act

5. For aspiring professionals seeking recognition like yours, what advice would you offer as the most valuable lessons you've learned in your field?

Where there is honest hard 3. How do mentorship and collaboration factor into your work, success career, and have there been mentors or collaborators whose will always influence has left a lasting imprint follow. on your professional path? as a mentor and/or collaborator for the design, implementation, and monitoring of "people" policies and practices in my client organizations.

Additionally, I serve as a mentor to the leadership and HR. Through our frameworks, we encourage collaborative work cultures and the creation of formal mentoring frameworks at various levels and stages.

As for my own professional path, I have been blessed to have multiple mentors at various stages and in various facets of my journey. Each of them has left a unique imprint that has helped me progress immensely.

4. In navigating an industry that continually evolves, what, in your 2 .In your experience, what view, is the key skill or mindset principles or strategies in leadership crucial for staying innovative and have proven most effective in pertinent? steering teams and organizations toward success?

T

he principles that have proven most

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D

arwin’s theory “Survival of the Fittest” is apt for such a scenario, and

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“ armanye vadhikaraste Ma Phaleshu Kadachana, Ma Karmaphalaheturbhurma Te Sangostvakarmani” – from the Bhagavad Gita is something I firmly believe in. However, that does not in any way mean that one can slack in their career or make do with whatever is being doled out to them.

Early on in my career, I learned that it is important to aim high, give it your all, and genuinely strive hard towards achieving your goals with complete commitment and virtue. Where there is honest hard work, success will always follow. I would advise, “Try to learn from every experience in life and utilize those insights for betterment, and such recognitions and accolades will automatically follow your good work!”

PRIYANKA TAIKAR CHIEF PEOPLE OFFICER, VTEST SOFTWARE PVT. LTD.

Empower teams through delegated authority and trust, fostering ownership and accountability.

PRIYANKA IS THE RECIPIENT OF “YOUNG HR LEADER OF THE AWARD” Priyanka Taikar is a seasoned HR professional with 9+ years of expertise in various HR functions: Talent Acquisition, Business Partner, Performance Management, D&I, People & Culture, Learning & Development, Employee & Employer Strategies, Project & Resource Management. Holding a Bachelor's degree in Information Technology, she is also a Motivational Speaker, recognized with awards like "HRAI - 40 Under 40 Award", “Super 30 HR Leader for Excellency in HR Leadership”, “Winner - Diversity and Inclusion Champion Award”, “India Tech Talent League – Iconic Leadership Award”, “APAC – HR Excellence" Featured in Global Hues Magazine, Priyanka actively contributes to the HR community through blogs and is associated with groups like NASSCOM and NHRD Network. Her dedication and belief in the power of her work have earned her accolades, making a unique difference in her field.

INTERVIEW: PRIYANKA TAIKAR, CHIEF PEOPLE OFFICER, VTEST SOFTWARE PVT. LTD.

1.Reflecting on your career, can you share an accomplishment that stands out as particularly impactful, and how did it shape the trajectory of your professional journey?

A

s a responsible HR Professional/People Manager, I have created multiple additional responsibilities & opportunities for myself to lead other strategic initiatives.

I started by conducting a thorough needs assessment, gathered data through surveys, focused on groups, and 1:1 call to understand the specific challenges and concerns faced by employees. Based on the findings, I designed & fostered a comprehensive initiatives & multiple programs that that has significantly improved employee morale, Physically Emotionally - Mentally well-being, Work Life Balance, reduced stress levels, and increased happiness with productivity with employee satisfaction.

I have designed strategic policies & benefit plans such as Mentorship Program, Business Referral Incentives, Social Media Star, Menstrual Leave Policy & as similar. We have observed the positive impact of all innovative & unique policies such as increased job satisfaction, accelerated professional growth, and enhanced collaboration within the team.

These policies have been designed by considering Employee First Culture which has helped me to embrace my journey as an effective people manager who values employee growth and invests in their success.

2. In your experience, what principles or strategies in leadership have proven most effective in steering teams and organizations toward success?

TO drive success in teams and organizations, prioritize regular constructive feedback, active listening, 48

and open dialogue. Empower teams through delegated authority and trust, fostering ownership and accountability.

Invest in continuous learning for enhanced skills and motivation.

Celebrate milestones, acknowledge contributions, and provide regular recognition.

Embrace change, encourage innovation, and navigate transitions effectively. Value diversity, foster inclusivity, and ensure equal opportunities for all team members to contribute and succeed.

Embrace change, encourage innovation, and navigate transitions effectively.

3. How do mentorship and collaboration factor into your career, and have there been mentors or collaborators whose influence has left a lasting imprint on your professional path?

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entorship and collaboration have been pivotal in my career. Mentors provided guidance, support, and insights, shaping my professional path with advice on best practices and navigating challenges. Their feedback identified areas for improvement, fostering growth. Collaborating with diverse stakeholders enriched perspectives, leveraged collective expertise, and drove positive change.

The impact is evident in skill development, expanded networks, and gained insights. Building relationships with mentors and peers contributes to ongoing learning, personal growth, and career success.

4. In navigating an industry that continually evolves, what, in your view, is the key skill or mindset

crucial for staying innovative and pertinent?

I

n navigating an evolving industry, the key skill or mindset crucial for staying innovative and pertinent is a continuous learning mindset. The ability to adapt, learn, and embrace change is essential for professionals to remain innovative and relevant.

Here's why it's important: Curiosity and openness to new ideas are essential for innovation.

Adapting to new technologies and approaches is crucial to staying relevant.

Staying informed about industry trends helps identify opportunities for innovation.

Building strong professional networks through collaboration is vital for ongoing relevance.

Navigating industry evolution requires resilience, embracing failures as learning opportunities, bouncing back from challenges, and staying focused on long-term goals.

5. For aspiring professionals seeking recognition like yours, what advice would you offer as the most valuable lessons you've learned in your field?

Success is unique to each journey; there's no one-size-fits-all formula.

Adapt lessons to your circumstances, stay committed, be patient, and continue learning.

While hard work and determination are crucial, also define clear goals, embrace continuous learning, build a strong network, take calculated risks, seek mentors, develop communication skills, embrace resilience, emphasize professional integrity, and maintain work-life balance for lasting success.

RUBI KHAN

HEAD-OD, TALENT AND DIVERSITY , HPCL MITTAL ENERGY LTD

One of the most effective strategy in steering teams and organizations towards success is also communicating where we are as an organization and where we want to be .

RUBI IS THE RECIPIENT OF “YOUNG HR LEADER OF THE AWARD” They say when you do what you love, work doesn’t feel like work anymore. Rubi Khan (PhD) is a seasoned HR Practitioner with 18 years of experience across sectors in Learning, Talent, Culture and Diversity. She feels that she is fortunate to be able to convert her passion into her profession. Her key strengths are- Curating Learning Frameworks, Building a Learning Organization, Cultural Transformations, Aligning People Strategy with Business Outcomes, Designing and Facilitating Leadership Interventions, as well as Enabling Talent Readiness/Succession Planning. What makes her stand apart and gives value to her work is the beautiful paradox of her research bent of mind and strong understanding of business needs

INTERVIEW: RUBI KHAN, HEAD-OD, TALENT AND DIVERSITY , HPCL MITTAL ENERGY LTD

1.Reflecting on your career, can you share an accomplishment that stands out as particularly impactful, and how did it shape the trajectory of your professional journey?

II am grateful for my journey, and I have a long way to go. I enjoy working very closely with business, understanding organizational and business context as well as aligning people’s practices with business. One such assignment in my career was enabling talent mobility and fungibility within the organization to strengthen succession planning for critical roles in context of organizations vision of growth and expansion. I believe I demonstrated tenacity, resilience and worked hand in gloves with business to make this happen. However, I feel that creating pull for learning, building a culture of meritocracy through holistic and rigorous talent development practices and enabling talent mobility leading to contributing towards business outcomes has been a learning experience for me.

effective leader is also the one who brings a fine balance between the present organizational outcomes and tomorrow’s business priorities.

3. How do mentorship and collaboration factor into your career, and have there been mentors or collaborators whose influence has left a lasting imprint on your professional path?

crucial for staying innovative and pertinent?

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indset to accept the fact that one needs to continuously learn, unlearn and relearn. Acceptance of failure and moving on quickly is important. One of the most critical skill is stakeholder management.

Building and strengthening relationship with stakeholders at work and thinking and acting business backward is so much important to stay contemporary and innovate at workplace

2. In your experience, what principles or strategies in leadership n my career, mentors have been my have proven most effective in pillars. You meet few people in life who steering teams and organizations recognize your strengths, pull you toward success? up,make you slog but at the end of the 5. For aspiring professionals day they are the ones who make you seeking recognition like yours, he most important principle is shine and rise. My mentor has called out what advice would you offer as authenticity. As a leader, being my blind spots but at the same time authentic is important because that the most valuable lessons leveraged my strengths. helps leaders to strengthen credibility My mentor had more belief in me than you've learned in your field?

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and create an inspiring culture.

Another important principle is agility and resilience. In these dynamic times, agility and resilience for a leader becomes imperative.

One of the most effective strategy in steering teams and organizations towards success is also communicating where we are as an organization and where we want to be . Clear communication on organization’s purpose and making it part of every employee has a huge impact in driving teams within an organization. An 50

anyone else. Hence, they have played a very critical role in my professional journey. I also feel that my mentors have been very authentic as a person and professional and they knew that with authenticity comes a huge amount of vulnerability but they have never shied away from who they are. That just has inspired me to be myself.

4. In navigating an industry that continually evolves, what, in your view, is the key skill or mindset

I

very strongly believe in ABC’s.

A stands for Authenticity. It will always bring you a lot of peace.

B is Believe in your self because if you don’t, no one else is going to believe in you.

Credibility – Build and strengthen credibility with your work because at the end that’s what really matters.

Stay authentic as it will always bring you a lot of peace.

HRAI H R

A S S O C I A T I O N

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Talent Tapestry: Weaving Success in the Modern Work Landscape

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