CELEBRATING TRANSFORMATION AND THE CHANGEMAKERS BEHIND IT
At HRAI, we believe that the bridge between academia and industry is the foundation for building a future-ready workforce. By fostering collaboration between educational institutions and the corporate world, we can empower students with the skills, mindset, and resilience needed to thrive in a rapidly evolving workplace.
In this edition, we celebrate organizations that have embraced transformation, leaders who inspire progress, and HR professionals who champion learning, engagement, and well-being Each story represents a testament to the power of purpose-driven culture and highlights the evolving role of HR in building workplaces where individuals feel seen, valued, and empowered
The HRAI Awards continue to serve as a platform to honor excellence, amplify impactful voices, and encourage new thinking across the HR community. As you journey through these pages, we invite you to reflect on the practices shaping tomorrow’s organizations and the collective responsibility we share in designing environments where both people and performance can thrive
Together, let’s continue to build cultures that inspire by design, with intention, and with heart.
T A B L E O F
Dr.SushilKumar Chaturvedi
Dr.KanupriyaManchanda
MandarArankalle
MaryEvangelinePriyanka
Program Manager, Magnit Global
NamrataAtukuri
Global Head of Learning & Development, Commvault Systems
NavaidAhmad Manager- Human Resources, Insight Direct India Pvt. Ltd. NayanMadhukarPatil Manager HR, Drychem India Pvt. Ltd RiteshAdvani
Global Head of HR, GoldenSource International
SijiSasidharan
Function Head - HR, Tech Mahindra SupriyaDixit SVP - Marketing,
Te 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,
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.
The HRAI Awards celebrate excellence in the HR community honoring standout practices, impactful initiatives, and remarkable contributions by organizations and professionals. With 9 organizational categories and 11 individual categories, the awards offer a meaningful platform to showcase innovation, commitment, and the people driving change in the world of work.
THE JURY
WE CONGRATULATE ALL THE AWARDEES FOR THEIR EXTRAORDINARY ACHIEVEMENTS AND FOR SETTING AN EXAMPLE THAT WILL CONTINUE TO INSPIRE OTHERS TO LEAD WITH COURAGE, AUTHENTICITY, AND VISION.
ADITYA K O H L I
EXCELLENCE IN CHANGE MANAGEMENT
Q: What guiding principles shape your organization’s approach to managing change effectively?
At Allied Medical, our philosophy of change is anchored in three enduring principles Clarity, Empathy & Agility We believe that transformation succeeds only when people clearly understand & why it is needed, how it will unfold & what it aims to achieve. Every initiative is therefore driven by transparent communication, measurable outcomes & a sense of shared purpose aligned with our vision of building India’s most trusted & globally respected medical technology enterprise
Empathy defines our leadership style. We recognize that organizational change can be unsettling, so we consciously listen, involve & support our teams through every transition Agility, meanwhile, enables us to adapt swiftly to evolving market dynamics from regulatory frameworks & digital technologies to shifting customer expectations Our approach is not about implementing change for its own sake, but about orchestrating transformation with purpose, compassion & precision so that both our people & ourorganizationevolveseamlesslytogether.
Q: Could you share a key transformation or change initiative that had a significant impact onyourpeopleorbusiness?
One of our most defining transformation journeys has been the HR & Organizational Excellence Initiative –“Together Towards Tomorrow.” This initiative was conceived to align people, processes & systems with our long-term vision & the strategic goal of achieving INR 250 Cr revenue by FY 2025–26. We understood that sustained growth depends not only on market expansion but on a robust internal ecosystem that unites purpose withperformance Tothatend,weintroducedaBalanced Scorecard-based Performance Management System linking every individual’s objective to enterprise-level outcomes creating absolute clarity, accountability & line-of-sight across functions Digital enablement has been a key pillar with centralized payroll & attendance systems, process automation & integrated policy frameworks that ensure transparency, governance & consistency between our corporate & manufacturing operations.Equally, we have invested in capability building through a structured Learning & Development architecture encompassing onboarding, technical mastery, behavioural competencies & leadership readiness. Programs such as the New Hire Induction Framework, Train-the-Trainer Modules & Leadership Workshops have cultivated a culture of continuous learning. Recognition platforms like the R&DAppreciation Awards, Long Service Honours & cross functional engagement initiatives have reinforced belonging & pride Collectively, this transformation has repositioned Allied Medical as a people-centric, digitally enabled & performance-led organization, future-ready to scalewithpurpose
A K H I L K O H L
I
Q: How do you build employee trust, engagement, & adaptability during periods of transition?
Trust is the cornerstone of every successful transformation We consciously build it through authentic leadership communication, participative decision-making & visible fairness in every policy & process Our teams are never left to interpret change in isolation we ensure that its rationale, benefits & expected outcomes are communicated with honesty & consistency Engagement, for us, is not an event but an ethos Regular town-halls, open-forum discussions, & function-level connects give employees a voice & make them partners in progress Our Employee Appreciation Programs & R&D RecognitionDays have become strongemotional anchors, celebrating effort & innovation in real time To nurture adaptability, we focus on reskilling & capability development from technical certification programs to soft-skill & leadership journeys We encourage employees to perceive change as an opportunity for reinvention rather than disruption. Ultimately, we have learned that when trust is earned & communication is consistent, adaptability becomesinstinctive
“Our goal is to build an organization that doesn’t just withstand change, but champions it with clarity, empathy, and agility.”
Q: What role does leadership communication playindrivingsuccessfulchange?
Leadership communication is the heartbeat of transformation Inourview,leadersmustnotonly articulate change but also embody it At Allied Medical, we follow a lead- by example philosophy our management team, Leadership team & functional heads engage engage directly with teams, translating strategy into stories that inspire belief & action. We place high value on clarity, consistency & credibility in every message delivered Whether it’s a policy reform, a performance framework, or a cultural initiative, communication flows with transparency & empathy
During the “Together Towards Tomorrow” transformation, this approach dispelled apprehension & built unity of purpose. We believe effective leadership communication is less about directives & more about creating resonance ensuring that every employee feels seen, heard & valued while aligning seamlessly withorganizationalobjectives
Q: Looking ahead, how is your organization preparing to stay agile & resilient in a constantlyevolvingenvironment?
The medical device & equipment’s landscape is evolving at an extraordinary pace & resilience today is as much about innovation & digital foresight as it is about operational excellence. At Allied Medical, we are investing deeply in smart manufacturing, process automation, & datadriven decision frameworks that enhance productivity&qualitywhileenablingreal-time
Culturally, we are nurturing an environment where curiosity, accountability & ownership thrive.
adaptability We are also cultivating a future ready workforce through advanced learning interventions, competency mapping & succession planning to ensure leadership continuity Our focus on cross-functional collaboration & agile problem-solving keeps us responsive to regulatory, technological & market shifts. Culturally,wearenurturinganenvironmentwhere curiosity, accountability & ownership thrive
Sustainability, innovation & human-centric growth define our next chapter. As we move forward, our commitment remains unwavering to build an organization that not only withstands change but champions it with courage, compassion&conviction.
AboutAdityaKohli:
Aditya Kohli serves as a senior leader at Allied Medical Limited, where he plays a key role in driving the organization’s commercial strategy, market presence, and customer engagement. Recognized in various public references as Sales Director and part of the company’s leadership team,hehasbeeninstrumentalinstrengthening
Allied Medical’s footprint in the critical care and healthcare equipment space Under his leadership focus, the company has expanded its reach across hospitals, healthcare institutions, and international markets, offering products such as anaesthesia workstations, ventilators, and other life-support andICUsolutions.
His contributions are acknowledged for helping position Allied Medical as a competitive and trusted provider in the medical technology and healthcaredomain.
Aditya continues to be associated with the organization’s growth vision aligning innovation, customer needs, and operational excellence to support better clinical outcomes and accessiblehealthcaresolutions.
AboutAkhilKohli
Akhil Kohli serves as Technical Director at Allied Medical Limited, bringing to the role a strong foundation in Medical Electronics engineering fromtheUniversityofHertfordshire,UK
As Technical Director, he oversees the design, manufacturing and servicing of critical-care and hospitalequipment helpingAMLmaintainhigh standardsofqualityandinnovation.
His leadership spans product development, technicalstrategyandoperationalexecutionacross AML and its allied companies, contributing significantly to the company’s standing in the medical-devicesindustry
AKHIL KOHLI
Leading change is essential for organizations to adapt to market shifts,technology,andevolvingemployeeexpectations.
Successful change is guided with clarity, empathy, and purpose, focusingonpeopleasmuchasprocesses.
Transparent communication ensures employees understand whatischanging,whyitmatters,andhowitimpactstheirwork.
Leadership alignment, consistent messaging, and visible commitmentbuildtrustandconfidenceduringtransitions.
Capability building through training, coaching, and hands-on supportequipsemployeestonavigatenewwaysofworking.
My leadership philosophy is built on three fundamentals Empathy,Clarity&Empowerment I believe great managers don’t merely supervise they enable. Every decision must balance organizational priorities with human realities. Empathy allows me to understand & perspectives; clarity helps communicate direction without ambiguity & empowerment gives people ownership of outcomes. Over the years, I’ve learned that leadership is less about authority & more about influence, trust & consistency I strive to create an environment where every employee feels heard, respected & valued, yet remains aligned to business goals My guiding mantra has always been: “Lead with purpose, manage with fairness, & inspire with authenticity.”
Q: How do you build trust, motivation, & accountabilitywithinyourteam?
Trust is cultivated through transparency & credibility I communicate openly, share context behind decisions & ensure policies are applied equitably Once people see fairness in action, accountability follows naturally Motivation stems from recognition & growth. We introduced several initiatives from monthly R&D Appreciation Awards to the Long Service Program to celebrate effort & reinforce a culture of gratitude I also focus on providing meaningful feedback & continuous learning opportunities, so every employee sees a pathway for self-development Ultimately, a motivated team doesn’t need control; it needs trust, clarity&recognition.That’stheecosystemwe’ve
worked hard to build at Allied Medical under the inspiring leadership of our Directors Mr Akhil Kohli & Mr. Aditya Kohli & the entire managementteam.
Leadership is less about authority and more about influence, trust, and consistency — it’s about creating an environment where people feel valued, yet aligned to purpose.
Q: Could you share an example of a challenge you turned into a learning opportunity for your team?
During our recent organization-wide transformation, aligning diverse functions across corporate & plant operations was a major challenge It required not only process redesign but mindset alignment. Rather than viewing resistance as defiance, I treated it as a learning moment We conducted interactive workshops where employees voiced concerns & cocreated solutions. This participative approach transformedskepticismintoownership Theoutcome wasasmoothertransition&adeepersenseoftrust The experience reinforced my belief that change management is 80 percent communication & 20 percentprocess Whenpeopleunderstand&why
ANSHUL JAIN
change is happening& are invitedtocontribute, they becomeitsstrongestchampions.
Q: How do you balance achieving business goals withsupportingindividualgrowth&wellbeing?
Balancing performance with wellbeing begins with recognizing that the two are interdependent. I advocate for a “People → Performance → Profitability” model when people thrive, business results follow We introduced structured KRAs through Balanced Scorecards to bring clarity & fairness to evaluations, while simultaneously investing in L&D initiatives such as On-the-Job Training, Train-the-Trainer programs, & Leadership Developmentsessions.Thisensuresourworkforceis future-readywhilefeelingpersonallyvalued. We also emphasize psychological safety open communication, empathy from managers, & work–life understanding. My approach is always to drive results through inspiration rather than instruction Sustainable success happens when individuals grow alongsidetheorganization.
Q: What do you believe sets great people managers apart in today’s evolving world of work?
Today’s world demands leaders who are digitally fluent, emotionally intelligent & culturally agile
Great people managers are those who can merge data-drivendecision-makingwithhumansensitivity who see beyond metrics to the emotions, aspirations&potentialthatdriveperformance. They act as connectors bridging strategy & people,technology&empathy,performance&
purpose They build trust through humility, earn respect through consistency, & lead through service.
In my view, a truly great people manager is one who creates an ecosystem where others can shine brighter than themselves. That belief has shaped my journey at Allied Medical & I remain grateful to our Directors & Management Team for giving me the autonomy & trust to live that philosophy everyday.
AbouttheAuthor:
Anshul Jain is the General Manager – HR & Administration at Allied Medical Limited, bringing over 19 years of expertise in HR Operations, Transformation, Talent Acquisition, Talent Management, and Organizational Development across diverse sectors including Manufacturing, IT, E-commerce, FMCD, BPOs, Chemicals, and Services. He has successfully restructured HR functions to align with strategic business goals, implemented modern performance management systems, and introduced 360-degree multi-rater feedback to strengthen succession planning
Anshul has led end-to-end recruitment for roles ranging from entry-level to CXO, with deep proficiency in compensation management A champion of HR automation, he has deployed leading HRMS platforms to enhance efficiency and streamline processes Known for his collaborative leadership style, he excels in aligning business strategy with talent strategy, driving capability building, and fostering highperformanceculturesacrossorganizations
THE EVOLVING FACE OF LEADERSHIP IN A NEW WORK ERA
Leadership today requires adapting to uncertainty, rapid technologicalchange,andevolvingemployeeexpectations.
Teams now seek authenticity, clarity, and connection not distantdirection.
Effective leaders create psychological safety where questioning, experimentation,andgrowthareencouraged.
Agility, emotional intelligence, and transparent communication arenowcoreleadershipcompetencies.
Leadership is shifting from “command and control” to “trust and empower,” enabling shared ownership and continuous learning.
D R . S U S H I L
K U M A R CHATURVEDI
EXCELLENCE IN CHANGE MANAGEMENT
Q: What guiding principles shape your organization’s approach to managing change effectively?
At Ascend, our approach to managing change is anchored in clarity, transparency and consistency
We believe that every transformation must begin with clarity of purpose and end with ownership and accountability Our guiding principles are simple: Think strategically, communicate transparently, sustain continuously. We integrate businessgoalswithpeoplereadiness,ensuringthat every change reinforces our values, aspirations and confidence across the organization Additionally, we base our change management actions on our values in our 6E Culture: Energy, Expertise, Execution, Edge, Empowerment and Empathy
Q: Could you share a key transformation or change initiative that had a significant impact onyourpeopleorbusiness?
One of our most impactful transformations was a takeover and subsequent merger a couple of years ago.Wetransitionedfrommultiplelegacysystems to a unified ERP technology platform, launched change and communication initiatives, restructured performance systems based on accountabilityandachievement,rehashedpolicies, andinstitutionalisedacommonthread–our6E
Culture.Thischangenotonlysimplifiedprocesses andreducedadministrativecostsbutalsocreateda digital-first culture where learning and adaptability became second nature. The resulthigher engagement, improved performance measurement and rewards, and a future-ready workforceQ: How do you build employee trust, engagement, and adaptability during periods of transition?
We’ve learned that trust is built by authentic conversations. During transitions, we keep employees at the center - communicating openly about the why and how of change, creating feedback loops and acknowledging and celebrating quick wins. Initiatives like our Experience Agenda and Culture Champion Network ensure that employees are not passive recipients of change but active contributors. Engagement scores have consistently risen becausewefocusonlisteningandempathy
Q: What role does leadership communication playindrivingsuccessfulchange?
Leadership communication is the heartbeat of our change journey. Every transformation begins with visible, vocal and our 6E value-driven leadership. We ensure that our leadership messages are not just top-down directives but stories that connect Through regular town halls and direct dialogue platforms,ourleadersmodeltransparencyand
inspire participation It’s not about broadcasting change - it’s about embodyingthenew.
Q: Looking ahead, how is your organization preparing to stay agileandresilientinaconstantlyevolvingenvironment?
Our future readiness rests on three pillars: Our 6E Culture, Capability Building and Accountability We are investing in building a talent ecosystem that is capable and learns continuously, along with driving change with our 6E Culture as our backbone, and driving performance through objective and futuristic metrics Agility and Resilience are embedded in our DNA and are our competitive advantage. We are equipping our people to thrive amid uncertaintyandourleaderstoleadwithforesightandempathy.
AbouttheAuthor:
Dr. Sushil Kumar Chaturvedi (VSSM), is Group Chief Executive Officer , leading Ascend Telecom since 2012 He is an accomplished Telecom professional having led National and International Telecom organizations. Prior to Ascend, served as the Chief Executive Officer of ORG Informatics Ltd, managing Telecom/System Integration Business of India, Belgium and Southeast Asia. As Vice President of GDSS Inc. USA , Dr. Chaturvedi pioneered and deployed triple play services across geographies in Africa and SE Asia As an ITS, he has served as Director of BSNL Dr Chaturvedi was Telecom Advisor of International Telecommunication Union (ITU) responsible for Telecom development of SADC ( South African Development Countries). Dr Chaturvedi graduated from NIT Kurukshetra with degree in Electronics and Telecommunications and has been awarded with the President’s Medal (V.S.S.M) for distinguished Telecom services Dr Chaturvedi obtained his PhD in Management from EcoleSupérieureRobertdeSorbonUniversity,France
CHANGE MANAGEMENTGUIDING ORGANIZATIONS THROUGH TRANSFORMATION WITH PURPOSE AND CLARITY
K A L E R A CA DEEPAK
OF THE YEAR
Q: What change did you feel most passionate about bringingin,andwhatsparkedit?
The change I championed was the System of a governance-first culture across our renewable energy operations. Sparked by the regulatory requirements, statutory filings due to CS transitional process and buildingrobustInternalFinancialcontrolsystems,Ileda compliance turnaround streamlining board processes, preliminary working on risk registers, and embedding audit-readiness into daily operations. This wasn’t just about ticking boxes; it was about restoring stakeholder confidence and future-proofing our growth The passion came from knowing that robust governance isn’t a backoffice function, it’s the backbone of sustainable impact. I wasequallypassionateaboutthefocusandaspirationsof thepromotorswhomIhaveworkedcloselysofar
timelines, I combined and blended complex term sheets into board-ready insights, proposed remedial actions aligned with Indian law, and secured unanimous board approval. That moment validated my belief: clarity and strategic foresight can transform risk into opportunity It wasn’t just a legal win it was a cultural shift towardprecisionandaccountability.
Q: Change isn’t always easy. What kept you goingwhenthingsgottough?
Governance isn’t a back-office function; it is the backbone of sustainable impact.
Q: Every changemaker has that one defining moment.Whatwasyoursduringthisjourney?
My defining moment came during a high-stakes solar project transaction The way of workings, ground realities,facedwithambiguouslegalclausesandtight
What kept me going was a deep commitment to excellence and the trust of my management and my team members. When things started rolling and we made significant headway onto the higher value of projects, compliance and governance took the front seat for C-suite and Board members. I empowered senior executives with clear KRAs, motivated cross-functional coordination, and personally reviewed critical filings and reports The strength came from knowing that every challenge was a chance to raise the bar Recognition wasn’t the goal impactwas
“Clarity and strategic foresight can transform risk into opportunity.”
Q: Who or what played a big role in shaping your approach to making change happen?
Myapproachwasshapedbyablendoflegal strictness, severity and community empathy. Professionally, years of benchmarking best practices while fund raising, due diligences, IPOs, and leading audits practices -taught me that systems drive scale.Personally, I feel, change must resonate with people and internal financial controls and software application controls. This dual lens strategic and human, powered by technological advancement ensured that every initiative was both effective and embraced.
Q: And finally, for someone who wants to drive change but doesn’t know where to start whatwouldyoutellthem?
Start with clarity Define the problem, align stakeholders, and build momentum through small wins. Do not wait for perfect conditions start with what you control Empower others, communicate with precision, and stay anchored in purpose. Change is not a solo act it is a ripple. And when driven with integrity, it becomes unstoppable
AbouttheAuthor:
As CFO of Oriano Clean Energy Pvt. Ltd., with prior experience across renewable energy, IT, and manufacturing sectors, I lead end-to-end finance transformation aligned with strategic, compliance, and capital-market goals. My current work involves strengthening financial systems for a multi-location solar and infrastructure business facing challenges such as high upfront investments, limited low-cost funding, fragmented reporting, and weak internal controls To realign finance with organizational priorities, I spearheaded key initiatives including securing economical debt through investor representations, forming a Compliance Acceleration Taskforce, designing integrated frameworks for finance, SCM, taxation, and project management, and establishing quarterly internal audits with a finance risk register. I optimized SAP processes, built board-ready financial dashboards, and supported IPO readiness through strong IFC, legal, and secretarial systems. Innovation-driven improvements include a digital risk register, centralized audit workflows, standardized board communication templates, and a robust review mechanism for financial and operational performance. These efforts transformed the finance function into a strategic enabler driving compliance, transparency, operational efficiency, and longtermorganizationalvalue.
THE CHANGE MAKER’S
MINDSET- LEADING WITH PURPOSE AND COURAGE
Q: What does being an HR influencer mean to youintoday’sevolvingworkplacelandscape?
For me, being an HR influencer isn’t about visibility or recognition it’s about curiosity, contribution, and connection It’s about having deep, meaningful conversations driven by a genuine love for the craft of people and culture. True influence lies in shaping industry thinking, challenging conventions, and helping the community grow stronger together It’s about translating ideas into action whether through sharing insights, mentoring others, or sparking dialogue that moves the profession forward To me, influence is not about leading trends, but about creating thoughtful shifts in how we build workplaces, nurture talent, and define what “human” truly means in Human Resources That’s the kind of impactworthstrivingfor.
Q: How do you choose the topics or ideas you wishtoamplifywithintheHRcommunity?
For me, choosing what to talk about starts with purpose every idea I share must either solve a business problem or elevate people. I gravitate toward themes that create real impact, whether by helping a voice get heard, unlocking someone’s potential, or improving how organizations function If a topic influences the top line, bottom line, or team member experience, it’s worth amplifying. Most of what I share comes from lived experiences moments where people, performance, and purpose intersect.I don’t chase trends; I chase relevance. My goal is to spark conversations that drive thought, inspire change, and leave people reflecting long after thedialogueends
“ Being an HR influencer isn’t about visibility or recognition — it’s about curiosity, contribution, and connection.”
Q: What role does authenticity play in building meaningfulinfluenceandtrustonline?
Authenticity, to me, is everything. In a world overflowing with information, data, and polished narratives, what truly resonates are real experiences the ones shaped by both wins and failures. People don’t connect with perfection; they connect with honesty Being authentic means showing up as your true self unfiltered, curious, sometimes uncertain, but always genuine. It’s about sharing what actually works in the real world, the lessons learned the hard way, and the stories that remind others they’re not alone in their journey For me, authenticity is about being human first and professional next. When you lead with honesty and vulnerability, you don’t just build followers you build trust, community, and meaningfulinfluencethatlasts.
Q: Could you share one initiative or message that resonated deeply with your audience and why?
One message that truly resonated with my audience was “Be Selfish – Choose You, Change the View” It challengedtheconventionalbeliefthatselflessnessis
the only virtue and sparked conversations around self-love, boundaries, and emotional well-being. When I shared this idea on stage at TEDx and across my platforms, it wasn’t just about motivation, it was about permission. Permission to prioritize yourself without guilt. That message connected deeply because it was real, relatable, and rooted in everyday struggles we all face while balancing ambition and empathy. If I cannot make myself happy, I will not be able to makeanyonearoundmehappy
Q: How do you see the role of HR influencers shaping the future of work and leadership?
HR influencers today are not just shaping conversations they’re reshaping mindsets and redefining cultures In a world where technology isadvancingfasterthanever,ourroleistoensure thehumanstaysattheheartofthefutureofwork
Amidst AI, automation, and analytics, it’s our responsibility to preserve empathy, creativity, and authentic connection. We serve as bridges between insight and impact, between people and purpose translating trends into meaningful practices that elevate both talent and business outcomes. The future will belong to leaders who can blend data with heart, technology with trust, and strategy with soul That’s the kind of influence I strive for one that doesn’t just inform, but inspires a more human, reflective, and inclusive form of leadership fit for the next eraofwork
AbouttheAuthor:
Dr. Kanupriya Manchanda, Senior Vice President – People at InfoBeans Technologies, is a spiritually driven HR influencer with 18+ years of experience across Talent Management, Employee Engagement, Employer Branding, Culture & Change Management. She began her career with Coles Group (Australia) and has spent 16+ years at InfoBeans, playing a pivotal role in scaling the company from 80 to 1500+ team members She became the youngest VP under 40, shaping people strategy for InfoBeans and its subsidiaries Philosophie(USA)andEternusSolutions(Pune)
A custodian of workplace culture, she believes organizationsgrowwhentheirpeoplegrow.Shehas been instrumental in InfoBeans winning multiple recognitions, including Great Place to Work, Dream Companies to Work For, Asia’s Best Employer Brand, and Top 100 Best Companies for Women in India Kanupriya is a recognized HR thought leader, speaker, and panelist at SHRM, People Matters, NHRD, NASSCOM, TEDx and global HR forums. Her accolades include Top Voices for HR Excellence 2025, Indore’s Top 10 HR Pioneers 2025, Top 40 Under 40 HR Leaders, Top 35 Young HR Leaders, Top 100 HR Minds India, People First Leader Award, and Women Achievers honors. She holds a Doctorate in Employee Engagement, an MBA in Learning & Development from Swinburne University (Melbourne), and actively mentors HR professionals while leading HR innovation, DEI, andindustry–academiainitiativesinMP Knownfor her authenticity and people-first philosophy, she continues to inspire HR leaders globally. A proud Indori,shelovesherdailyPoha-Jalebiritual
EXCELLENCE IN EMPLOYEE ENGAGEMENT
Q: What core philosophy drives your organization’sapproachtoemployeeengagement?
At InfoBeans, engagement is not an event or an activity to be executed it’s a deep sense of involvement and connection that people build with the organization. Our philosophy rests on the belief that engagement grows when individuals feel seen, heard, and empowered It’s about how our team membersperceivetheircareerprogression,howmuch voice they have in shaping decisions, and how strongly they feel a sense of belonging to our shared purpose We view engagement as an organic outcome of trust and collaboration, not a checklist When peoplefeelinvested intheirgrowth,intheirteams, and in the organization’s vision engagement becomes natural, sustainable, and truly meaningful That’s what keeps our culture genuine, self-driven, andever-evolving.
Q: Could you share one initiative or program that has significantly strengthened engagement across theworkforce?
One of our most heartfelt engagement initiatives, the “Billboard of Pride,” is more than just recognition it’s a celebration of our people and their journeys From star performers and culture champions to mothers returning from maternity breaks, we showcase stories that inspire pride across the organizationWhatmakesittrulyspecialisthe
the emotion it evokes. Teams gather at the billboard withthefeaturedteammember,familiesareinvitedto witness the moment, and together they capture WOW memories that last far beyond the day. It transforms appreciation into an experience one that radiates joy, belonging, and togetherness By taking recognition beyond office walls and into the heart of the city, we remind everyone that every contribution matters It’s not about visibility alone; it’s about creatingmomentswherepeoplefeelgenuinelyvalued, seen,andcelebrated.
Q: How do you ensure that engagement efforts resonatewithemployeesatalllevelsandlocations?
At InfoBeans,engagement isdesignedtobe inclusive, participative,anddeeplyhuman Ourapproachisbuilt on listening closely to our team members and creating experiences that speak to their aspirations, not just their roles Every initiative is co-created by crossfunctional teams, ensuring representation from different locations and hierarchies.Along with organization-wide events, our people clubs like Sehat (well-being), Toastmasters (communication), Tasveer (photography), and Manan (book club) bring together diverse interests and voices. These groups build authentic connections beyond work and strengthen bonds across our global offices Engagement succeeds when everyone feels seen, heard, and valued, and that beliefguideseveryactionwetake.
Q: In what ways do leadership and communication play a role infosteringbelongingandmotivation?
At InfoBeans, leadership is not about hierarchy; it is about accessibility, empathy, and authenticity Our leaders lead with conversations, not commands Through open-house discussions, leadership retreats, and candid one-on-one connects, communication flows across levels with openness and trust From monthly meetups, team outings, shared lunches, and informal discussions to our “Unplugged Chat with Founders” sessions, we create multiple spaces for genuine human connection. These interactions blur hierarchies, build mutual respect, and reinforce the belief that everyone, from our founders to new team members, shares the same purpose and spirit. When communication is transparent and leadership is human, motivation becomes selfdriven andthatiswhatkeepsourculturestrongandconnected
Q: How are you evolving your engagement strategies to meet theexpectationsofachangingworkforce?
Our engagement strategy continues to evolve to meet the needs of a changing, multigenerational workforce. With Gen Z bringing in a fresh wave of energy, curiosity, and purpose, we’ve reimagined how engagement looks and feels It’s no longer just about activities it’s about creating experiences that are fast-paced, participative, and deeply meaningful.From hosting hackathons and innovation challenges to organizing cross-location cultural festivals and global tech meetups, we’re curating platforms where ideas, creativity, and collaboration thrive. We’ve also introduced initiatives like Innovation Day, where team members bring market-ready ideas to life, and Unplugged Chats with leaders, which build trust through open, informal dialogue By blending technology with empathy and community with creativity, we’re building a culture that keeps every generation from millennials to Gen Z equally engaged, inspired,andconnected
THE POWER OF HR INFLUENCERS-DRIVING CONVERSATIONS THAT SHAPE THE FUTURE
BINA
B E L A N I OF THE YEAR
Q: What core philosophy guides your approach to leading people and culture at an organizational level?
My core philosophy rests on a simple belief - people are inspired. As leaders, our role is not merely to alignemployeestoorganizationalgoals,buttocreate an environment where purpose, potential and performancenaturallyintersect.Attheheartofevery organization lies its culture - a living, breathing ecosystem shaped by everyday choices, conversations and experiences I view culture as a strategic asset, not a by-product of HR programs. It needs to be cultivated consciously. In leading people and culture, I anchor every decision in three guiding principles: clarity, capability and commensurate rewards. It is important that everyone understands the ‘why’ behind what we do, that they are continuously driven to be equipped to thrive in an evolving world, and that they are adequately recognised and their efforts acknowledged and amplified
Q: How do you balance business priorities with employeeexperienceandwellbeing?
The balance between business priorities and employee experience is strategic symbiosis. At Ascend, we redefined our people philosophy around the idea of Experience as a Strategy This meant every HR initiative from performance and capability building to rewards and recognition, was designed through the dual lens of business impact and human experience We have embedded employee wellbeing into organizational KPIs. Our engagement framework isn’t limited to surveys but extends to continuouslisteningthroughpulsechecks,town
BINA BELANI
halls and manager-led conversations We empower individuals to future-proof their skills, improving both confidence and contribution. Balancing priorities begins with acknowledging that employees are not resources but value creators We’ve demonstrated that profitability and experience can andshouldcoexist.
The CHROs of the future are the architect of agility, shaping business foresight through human insight.
Q: Could you share a key transformation or initiative that reflects your leadership vision in action?
One of the most meaningful transformations that reflects my leadership vision is the revamp of our Rewards & Recognition program at Ascend. We set out to move beyond transactional recognition and build a culture of genuine appreciation - one that celebrates performance, innovation and everyday excellence. The program introduced new award pillars, transparent nomination processes and realtime recognition through digital platforms, making appreciation inclusive and visible across the organization What began platforms, making appreciation inclusive and visible across the organization. What began as an HR initiative soon became a cultural movement, with leaders and teamsactivelycelebratingeachother’swins For
me, this transformation embodies our vision - that when people feel valued, they don’t just perform better, they buildtheorganization’sspiritfromwithin.
Q: How do you see the role of the CHRO evolving in shapingbusinessstrategyandorganizationalagility?
TheCHROtodayisthearchitectoforganizationalagility
In an era defined by rapid change, digital disruption and new work models, the CHRO’s role sits at the intersection of business foresight and human insight I believe the modern CHRO must evolve into a strategic integrator. This means influencing business design, not just responding to it. At Ascend, HR is deeply embedded in business planning cycles Whether it’s capability forecasting for upcoming projects or organizational redesign to improve speed and scalability, HR plays a proactive role in shaping the company’s competitive edge The future CHRO must be fluent in technology and empathy They must navigate paradoxes with strategic calm and speed. As organizations continue to pivot for resilience, agility will no longer be an operational priority; it will be a human capability The CHRO’s role istobuildthatcapabilityatscale.
Q: What advice would you offer to aspiring HR leaderspreparingforthechallengesoftomorrow?
TotheHRleadersoftomorrow,myadviceissimple:
Work harder, faster and better than everyone else Be thebestinyourfield. Keeplearning,humbly Takeyourcommonsensealong
HR is a strategic nerve center. You are shaping possibilities Leadwithpurposeanddesignforimpact
BINA BELANI
AbouttheAuthor:
In an era where the pace of technology often outstrips the rhythm of human connection, Bina Belani stands out as a leader who bridges both worlds with grace and intent As the Chief Human Resources Officer at Ascend Telecom Infrastructure, she has reimagined the role of HR from a function to a force - one that drives transformation, nurtures purpose and amplifies performance. With over two decades of rich experience spanning Reliance Jio, Vedanta Resources, Wipro and SLK Software, Bina’s journey has been one of bold reinvention and unwavering commitment to people and culture. What sets Bina apart is her human-centered philosophy - a belief that transformation succeeds not through processes, but through people who feel seen, heard, and inspired. Whether introducing AI-powered learning journeys or pioneering engagement models for talent, she leads with empathy, clarity and courage. Her initiatives have consistently translated into measurable business outcomes - stronger engagement, enhanced capability and a culture that thrives on collaboration and curiosity. A recognized voice in India’s HR community, Bina has earned a reputation as a strategic advisor, culture shaper and change architect. Her thought leadership extends beyond boardrooms, As a published author and speaker, she continues to inspire professionals to build workplaces where learning is continuous and success is shared. For Bina, leadership isn’t about titles or transformations alone, it’s about building futures And through her work, she continues to illuminate what’s possible when business strategy and humanspiritmoveinunison
THE RISE OF THE CHROARCHITECT OF THE MODERN WORKPLACE
G O P A L K R I S H N A S W A M Y
EXCELLENCE IN COMPENSATION & BENEFITS STRATEGIES
Q: What guiding principles shape your organization’s approach to compensation and benefitsstrategy?
At Cyient, Total Rewards is not just a pay philosophy. It is a value philosophy. We see compensation as an ongoing conversation between purpose,performance,andpotential
Our strategy is anchored on the Three Cs of Value Creation:CompensationandBenefits,CareerGrowth and Learning, and Culture Together, they shape a holistic rewards framework that drives both high performanceandadeepsenseofbelonging.
Threeguidingprinciplesdefineourapproach:
1.Strategic Alignment and ROI: Every C&B investment must deliver a measurable return in talent quality, retention, and organizational agility Each reward decision is viewed as a business lever, not a costline
2. HyperPersonalizedRelevance: Movingbeyond one size fits all, we design experiences that reflect life stages and aspirations Our flagship Beneflex Program enables associates to curate personalized benefit portfolios, enhancing perceived value and fairness.
3. Transparency and Equity: Our pay philosophy is rooted in fairness and trust. Rigorous governance and periodic equity reviews ensure internal consistency, market competitiveness, and a sustained meritocratic culture.
At its core, our C&B strategy is designed to balance precision with empathy, ensuring every Cyientassociatefeelsbothvaluedandvaluable.
Q: Could you share one initiative or reform that has significantly improved fairness, transparency,oremployeesatisfaction?
The most transformative reform driving fairness, transparency, and satisfaction at Cyient has been the launch of Beneflex, our industry-leading FlexibleBenefitsProgram.
It was conceived in response to a growing Value Perception Gap where our rewards investment was not fully resonating with the needs of a diverse workforce Beneflex reimagined that experience by giving associates the power of choice. With over forty customization options, it enables every individual to design a benefits package aligned with their lifestyle, priorities, and personal aspirations reinforcing fairness throughfreedom.
Delivered through our digital Benefits You platform, Beneflex offers transparency, ease of access, and complete autonomy Yet, its most profound impact lies beyond the functional in the realm of emotional equity, where every decision feels personal, every choice feelslikemychoice
and social wellbeing through curated initiatives thatsustainresilienceandbelonging
4. Measure What Matters We track engagement, retention, and trust indices, proving that investing in people amplifies business stability andgrowth
When wellbeing becomes strategic, performance becomessustainable
Q: In what ways have data or market insights influencedyourtotalrewardsdecisions?
Q: How do you balance business objectives with employee wellbeing while designing compensation structures?
At Cyient, we do not see wellbeing and business outcomes as competing priorities We see them as mutually reinforcing imperatives within what we call the Cyient Balance Blueprint, a four step framework that ensures alignment between purpose, performance, and people
1. Define Strategic Priorities Growth, cost optimization, and wellbeing always coexist in our design principles
2. Map Rewards to Outcomes Base pay, incentives, and benefits are aligned with organizational priorities, ensuringour Payfor Performance philosophydrives both equityandcompetitiveness.
The result is a workforce that is more engaged, trusting, and loyal a powerful reminder that personalization is the new fairness The program’s success is reflected in higher associate satisfaction and improved workforce stability, underscoring the deep connection between customization,loyalty,andsustainedengagement GOPAL KRISHNA SWAMY
Data is the bedrock of our Total Rewards architecture. We operate on what we call the Three Ds of Decisioning: Data, Design, and Digitalization
Our dedicated C&B Analytics team drives continuous market benchmarking, ensuring we stay proactive and equitable Insights from both internal sentiment and external trends guide how we design rewards that attract and retain talent effectively
Digitization further amplifies our responsiveness. Automated and app driven platforms manage everything from merit cycles to benefits enrollment with accuracy and transparency. This data driven governance builds credibility, while transparency sustains trust, a combination that definesourcompetitiveadvantage
Q: How do you see compensation and benefits evolving to attract and retain top talent in the futureofwork?
At Cyient, Total Rewards is not just a pay philosophy — it is a value philosophy, where compensation becomes a strategic conversation between purpose, performance, and potential.
The future of Total Rewards is not transactional. It is transformational. It will evolve from being a cost center to becoming a dynamic value exchange that alignsindividualaspirationwithenterpriseambition
Threeshiftswilldefinethisevolution:
1. Radical Transparency: Rewards will be visible, understandable, and real time. Digital first governancewillenableassociatestoaccess,simulate, and optimize their total rewards with clarity and confidence
2. PersonalizationatScale:Staticbenefitswillgive way to adaptive, persona driven experiences that evolve with life stages and roles. Beneflex is our livingproofofthisdirection.
3 AI and Automation: Intelligent systems will personalize rewards journeys, integrate predictive analytics, and free human capacity for strategic dialogue
This evolution will not only enhance operational efficiency but also free up capacity for higher-order, strategic tasks Embracing this shift is not just a necessity; it is a mandate for securing a decisive competitiveedgeinthefutureofwork!
GOPAL KRISHNA SWAMY
AbouttheAuthor:
Gopal Krishna Swamy, an MBA in Finance from the Sri Sathya Sai School of Business Management, brings over 25 years of rich experience spanning corporate HR and finance roles across leading organizations such as Cyient, ITC Infotech, Wipro, and IBM In his current role as Associate Vice President & Global Head of Compensation & Benefits at Cyient Ltd a global engineering and technology solutions leader with operations in 24+ countries and a workforce exceeding 15,000 Gopal drives the company’s global Total Rewards strategy. His expertise spans pay equity, hyper personalized benefits, sales incentive simplification, accelerated retention models, cost optimization, automation, and holistic employee wellness initiatives. With over 18 years dedicated to Strategic Compensation & Benefits, Gopal has successfully led multiple organization-wide Total Rewards transformations, aligning people strategy with business goals and fostering a culture of performance and engagement A recognized thought leader in the HR domain, he hassharedhisinsightsat prominent forumsincluding the UHC Global Forum (TEDx format) and Mercer Tech Conclave 2021, and co-authored a case study on hybrid work published in Sightsin (August 2021) His earlier research article, “A Forecasting Model for Sustainable Corporate Growth,” was featured in The Management Accountant During his tenure at IBM India, Gopal was consistently recognized as a top performer and was selected for a prestigious threemonth Corporate Service Corps mission in South Africa, contributing to trade and investment development. Most recently, he received the Excellence in Total Rewards award from SHRM in recognition of his outstanding contributions at Cyient
KAVITA K U R U P
THE YEAR
Q: What does being a catalyst for change mean toyouintoday’sevolvingworldofwork?
For me, being a catalyst for change isn’t about disruption It’s about creating momentum that lasts It’s knowing when to nudge, when to hold, and when to get out of the way so others can lead thechangethemselves.
In a world where roles evolve faster than job descriptions, I see my role as helping transformation happen with both pace and purpose At Cyient, we’ve learnt that learning is the signal, and culture is what carries it forward. So when we redesign talent flows or leadership pathways, we focus on rhythm quarterly cadences,visiblegrowth,repeatableoutcomes
Change doesn’t have to be noisy to be real. The moment people start saying, “I helped shape this,” instead of “this happened to me,” you know it’s working. That’s when change becomes part of the culture not a project to manage, but a muscle thatgrowsstrongereveryday
Q: How do you translate vision and strategy into people practices that drive measurable impact?
Vision is exciting. Strategy is essential. But the realartliesintranslation turningwhat’swritten inboardroomsintowhat’slivedeveryday
At Cyient, we start with two grounding questions: What business capability are we building next? Andwhathumanpotentialdoweneedtounlock
to get there? Everything flows from that clarity Persona-based learning journeys Reskilling frameworks that turn downtime into growth time. Leadership academiesthatstrengthenboththebenchandtheboard.
But what truly matters is what moves We don’t measure training hours; we measure internal mobility, role shifts, and capability growth. Every quarter, we review, coach, and recalibrate not to tick boxes, but toensurereadiness
When people practices move in sync with business rhythm, the results speak for themselves Vision becomes visible. Strategy starts to breathe. And culture quietlybeginstodotheheavylifting.
“ Change becomes real the moment people say, ‘I helped shape this,’ instead of ‘this happened to me.’ That’s when transformation stops being a project and becomes part of the culture. ”
Q: Could you share a key initiative or transformation that best reflects your approach to leadershipandinnovation?
One initiative that feels closest to my heart is how we turned what was once called a “bench challenge” into agrowthengine.
Instead of seeing bench time as idle capacity, we reframed it as a space for renewal We introduced quarterly skill cadences, curated project- aligned learning paths, and revived alumni networks that became mentoring circles Slowly, the question shifted from “Who’s available today?” to “Who’s readyfortomorrow?”
It wasn’t a flashy transformation It was a thoughtful one People found continuity Clients foundagility.Thebusinessfoundresilience.
Leadership, for me, is about building systems that sustain themselves long after the spotlight fades. And innovation doesn’t always wear a badge of technology Sometimes it’s just about believing people can become more than their current role andthengivingthemawaytoproveit.
Q: How do you stay ahead of emerging HR trends while ensuring empathy remains at the coreofyourwork?
The secret is simple Stay curious about everything, but stay compassionate about everyone.
I’m fascinated by technology, data, AI all of it
But I always pause to ask, “Will this make someone’s experience of work better, easier, more meaningful?” Because the best innovations are the onesthatstaykind
At Cyient, we balance scale with sensitivity what we call our Trifecta of Learning: the platformandtheperson,thealgorithmandthe
advocate Technology gives us reach Empathy gives us relevance. We experiment, test, listen, and adapt. And we keep asking ourselves: Is this humane?Isthisfair?Isthisuseful?
Because learning that forgets dignity creates fatigue, not growth. And innovation that forgets empathy creates systems that work, but people who don’t want to My compass is clear use technology to increase efficiency, elevate humanity,notedgeitout.
Q: What is one belief or idea that continues to guideyourjourneyasathoughtleaderinHR?
The belief that guides me is simple: growth rooted inpurposebecomesprogressthatlasts.
Capability without meaning burns out Intention without follow-through fizzles out My work lives in the space where the two meet where purpose translatesintopractice.
In HR, the real disruption isn’t automation It’s activation. Activating curiosity, capability, and connection Overtime,I’vemovedfromdesigning frameworks to enabling flow, from managing talenttounlockingpotential.
Because when people believe in their own story, performance follows naturally When learning becomes lived, transformation stops needing a campaign. And that, to me, is the quiet power of leadership when change feels less like an announcementandmorelikeanawakening
AbouttheAuthor:
Kavita Kurup is the Senior Vice President and Chief People Officer (CPO) at Cyient With over 25 years of experience, she brings global expertise across industries including FMCG, Media, Not-for-Profit, BFSI, Technology, and entrepreneurship Kavita is a skilled leader in driving organizational agility, shaping talent strategies, and leading complex transformations such as M&As. Her expertise spans General Management, Finance, Sales, Customer Experience, and People Practices, with a focus on leveraging human capital to fuelbusinesssuccess
At Cyient, Kavita is responsible for strengthening people, talent strategies and driving initiatives that enhance associate experience Outside of work, Kavita is a passionatetravellerwithaninterestincinema, books, and music, and she is deeply curious aboutculture,leadership,andstorytelling
K R I S H N A
K U M A R N A I R
EXCELLENCE IN LEARNING & DEVELOPMENT
Q: What core philosophy drives your organization’s approachtoLearning&Development?
At Cyient, learning is not an intervention It is an identity. Our core belief is simple: growth happens when learning never stops. Learning is not a support function; it is the strategy that sustains performance, culture, and continuity We measure learning not by attendance, but by acceleration, by how fast we can redeploy talent, deepen capability, and build confidence Over time, learning at Cyient has evolved fromcosttocatalyst,frominformingtotransforming Today, learning is the heartbeat of how we grow, driving performance, leadership continuity, and cultural agility It keeps us not just ready for the future, but readytodefineit.
Q: Could you share one initiative or program that has significantly elevated learning outcomes across yourworkforce?
If one program embodies our learning philosophy, it is the Bench Reskilling Framework, a model that turned challenge into capability. What began as a pragmatic response to manage bench capacity has evolved into a strategic engine for agility We reframed the bench not asidlecost,butasareservoirofpotential Through
structured, quarterly reskilling journeys aligned to live business needs, associates rediscovered relevance and purpose The outcome has been transformative: 1000s of associates redeployed in FY25, millions in revenue generated, and a 61% reduction in bench-related learning costs. The result was transformative, not just redeployment and business efficiency, but renewed careers and rekindled motivation The true success of the Bench Reskilling Framework lies in its cultural message that every pause can be a launchpad for reinvention
“Learning is not an intervention. It is an identity.”
Alignment happens when learning begins with purpose, not content. That philosophy led us to design the Three PLearningAlignmentModel:Purpose,Persona,and
Performance Learning journeys are structured around four personas: Individual Contributors, Execution Leaders, Functional Leaders, and BusinessLeaders Eachpathintegrates:
Rolerelevancewhatsuccessrequirestoday
Career aspiration where individuals want to go next
Business priority what the organization needs most
This ensures every learning experience connects personal ambition with enterprise direction. AI driven recommendations on our D’Cafe platform and manager led projects bring our high tech, high touch philosophy to life. When learning starts with purpose,alignmentfollowsnaturally.
Q: In what ways has technology or innovation transformedyourL&Dstrategyinrecentyears?
Technology did not just digitize learning at Cyient It humanized it Our ecosystem is powered by the Cyient Trifecta of Learning: Platform, Intelligence, andConnection.
Our D’Cafe platform integrates seamlessly into MicrosoftTeams,bringinglearningdirectlyinto theflowofwork
Power BI dashboards offer leaders real time visibilityintoprogressandperformanceimpact
Equally, the human layer grounds it all. Mentorship circles,peerlearningforumslikeTechTalks,and
manager led action learning projects ensure every digital experience translates into meaningful impact. Technology gives us scale; connectiongivesussoul.
The balance of both is where true learning innovationlives.
Q: How do you measure the long-term impact of learning on performance, engagement,andculture?
We do not measure learning by how much people learn. We measure it by how much changes because they did. At Cyient, we track impact through what we call the Cyient Learning Impact Index (CLII), a framework that looks at talent redeployment, leadership pipeline strength, retention, and engagement movement over time But numbers only tell partofthestory
The deeper impact is cultural. Learning now shows up in how people collaborate, lead, and problem solve It is no longer an HR agenda; it is an organizational rhythm.When learning becomes that rhythm, performance accelerates, engagement deepens, and culture strengthens That is the Cyient way, where learning transformspotential intoprogress,andprogress into purpose. And when learning becomes a mindset, it shifts everything - performance, engagement, and culture It stops chasing relevance and starts creating it. That’s the Cyient way - where learning transforms potential into progress, and progress into purpose.
We do not measure learning by how much people learn. We measure it by how much changes because they did.
AbouttheAuthor:
Krishna Kumar Nair is a seasoned Human Resources leader with over three decades of transformative experience spanning talent acquisition, learning and development, and strategic HR management As Vice President –Learning & Development at Cyient, he drives global learning strategies and capabilitybuilding initiatives that power organizational excellenceandworkforcetransformation
In addition to leading Cyient’s learning function,KrishnaKumaralsoservesastheLead HR Business Partner for one of the company’s key business units, providing strategic HR counsel and partnering with business leaders to strengthen organizational effectiveness and culture
Throughouthisdistinguishedcareer,hehasheld leadership roles at premier organizations including L&T Technology Services and Oracle Financial Services Software, where he played a pivotal role in shaping people strategies that alignedtalentcapabilitieswithbusinessgoals
KRISHNA KUMAR NAIR
MANDAR
A R A N K A L L E OF THE YEAR
Q: What change did you feel most passionate about bringingin,andwhatsparkedit?
A I had always believed in working and executing the correct HR policy process and systems which helped employeesandorganizationsandhasresultedinbringing the change management culture. HR transformation has led in bringing the digitalization process which includes HRMS, ATS tools with better work efficiency and quicker results. Employees feedback survey has been a great feedback mechanism to understand the pulse of employees This has helped HR in working along with Business Heads and managers in making the action plan and executing it for the organization. HR is looked as a trusted advisor for the employees and organization and overtheperiodoftime Employeeseenapositivechange in the culture, process and systems which HR has brought in the company. Cross functional training for employees, job rotations, career architecture model for employees has helped HR in retaining the top talent employees in the organization. Effective reward and recognition for employees (across all job levels) is another aspect to recognize folks for their good contribution at work Employee feel motivated and energized when they see their work getting recognized by the company during town hall forum and leadership connect meets Lastly, work life balance for employees which includes hybrid work model/ flexibility in working.
Q: Every changemaker has that one defining moment.Whatwasyoursduringthisjourney?
I got the company certified as GPTW (Great Place to Work)whichhashelpedinincreasingthebrandingvalue ofthecompanyonsocialmediaandaswellasinfrontof clientsandcustomers.Therewerepositivevibesinthe
company and employees talked more positive things about the work culture, environment, company etc. We also started getting better candidate’s profile on domain skills since new hires also felt that they are joining the right company. We had seen zero % reduction in drop out from candidate’s end at the time of joining Positive feedback was also shared by client’s end With Company’s branding value increasing, which has resulted in getting more business and clients with increase in hiring numbers As employees gavepositivefeedback,ithasresultedthecompany getting certified as GPTW. Employees started feeling more secured, more trust developed with managers and leadership and HR with the positive changeshappeningaroundintheorganization This was one of the bigger recognition for the company during the year which was received since it had resulted in happy and healthy environment, reduction in attritions quarter on quarter, employees willing to contribute more at work and takeadditionalresponsibility
The most defining moment was getting the company certified as a Great Place to Work, which strengthened trust, elevated culture, and created a happier, healthier work environment.
Q: Change isn’t always easy. What kept you goingwhenthingsgottough?
I had believed in keeping the things going on even if there were tough situations around To keep the focus at work and believing self with positive mind set approach. Sometimes you may come across a tough conversations with clients, employees, managers, but by understanding the situation and stakeholders and with effective communication mechanism, it made the things easy for me in a tougher time.There were situations where HR had to revisit the HR policy as per the technology dynamics Youmayfindemployeessuggestinga change in policy or in HR systems. In this situation, with a careful study of current policy along with employee’s feedback and suggestions given which HR discuss with policy counselor of the company subject to if change of policy and system is required to be made A change in technology take time for HR to adjust This make be HRMS portal, or AI technology the work which was done in excel or manuallyinitially.
By understanding the importance of digitalization and AI which been introduced in the company, I recommendthatHRneedtogoasperthepaceofthe technology which will help HR in longer run It can ATS tool for hiring a candidate or using KEKA HRMS for employee database or AI tool for initial interview screening without intervention of human element Another one is Power BI which companies have started using for dashboards instead of using MSExcel.
Its been a situation sometimes or during my interaction with employees in groups or it may be during the forum meets when I hear employees and leaders talking about company and business prospects I do hear from employees where they say that competitors have launched XYZ technology and our company should also give a thought. Another aspect when we hear other companies coming up with different approach for their business strategy which is read in social media platforms. Lastly, as a company how we have performed in last three years and what changes we have brought in terms of people development, enhancement of their skills, learning and development, branding of the company, number of clients which has increased which is important to be known To make a highperformance work culture, we need to have readiness of high-performance employee group who are handling multiple work task and taking higher responsibilities Employee getting involved in organizational level project in working with leaders/businessheadsofthecompany.
Thisisoneofthepositivechangewhichisbrought in the company. Focus on Diversity hirings candidates on domain skills job roles Creating equal opportunities for women employees to join andgrowintheircareerandreachthemanagerial/ leadership roles in the company. This is another change which is seen across companies Identification and creation of job roles for employees in the business unit which HR plays a important role in working with Business Heads. This helps retaining top talent employees in the company which HR makes a significant contributiontotheorganizationbusiness.
Q: And finally, for someone who wants to drive change but doesn’t know where to start what wouldyoutellthem?
I feel that change has to happen from within If we are positive in our approach, we can talk to other employees and leaders about the bringing the change One positive change can make a huge difference which employees do see a over a period of time. This a continues learning approach mechanism. HR has to work along with Business Leaders to identify the top three changes which needs to be brought in This can be from people, training, technology perspective. This needs lot of brain storming and post multiple conversations, organization can arrive for the change which needs to be driven Also, any changes which are made for employees in the company needs to be reviewed periodically to monitor the progress To understand the feedback from employees about the change mechanism if they are liking this change. If they found any positive difference in the change ? The efficacy of the change needs to be measured to rate the organization’s success on change approach The organization can begin the change based on the feedback shared by employee in employee satisfaction survey, also remarks shared in performance appraisal discussion report To hear from leaders and managers to understand their perspectiveinchangemanagementandsoon.
AbouttheAuthor:
Credible and Influential HR leader with diversified progressive experience in HR Operations, Talent Acquisition, Strategy and Change Management with strongtrackrecordofdrivingorganizational Successthroughpeoplemanagement.Expertisein
fostering a culture of collaboration, innovation & employee developmenttoenhanceoverallbusinessperformance.
-Showcased strategic leadership skills by managing & conceptualizing recruitment techniques, cost-effective training & development, compensation strategies and so on; leading organization development that addresses issues such as succession planning, superior workforce development, key employee retention, organization design&changemgmt.
-Leveraged SAP SuccessFactors, KEKA HRMS to streamline HR operations, enhance workforce planning, and optimize talent acquisition and performance managementprocesses.
-People Manager, effectively managing cultural & organizational diversity, enthusiastically meeting deadlines with innate skills in building high performing teams that excel in delivering business value with high morale&lowattrition
Strategic HR Initiatives: Driving career development, job role enhancement, rewards & recognition programs & employee engagement initiatives; conducting engagement surveys and implementing actionable insightsforcontinuousimprovement
Managing both direct & indirect labor costs, ensuring compliance with wage regulations & optimizing workforce planning through apprenticeships & contract hiring
Cultural Driver to correlate the organizational culture to new initiatives in order to keep the culture continually evolving with modern concepts in line with the changes in the talent landscape and compliment business strategy.
RecipientofmultipleHRawardsinHRdomainfunction , the work which got recognized from Business Unit Leadersintheorganization
MARY
E V A N G E L I N E
P R I Y A N K A
OF THE YEAR
Q: You’ve been recognized as the Young HR Leader of the Year what does this recognition meantoyouatthisstageofyourcareer?
Being recognized as the Young HR Leader of the Year is truly an honor and a humbling milestone at this stage of my career It also motivates me to continue learning, and an opportunity to mentor others.
Q: What guiding principle or mindset has helped you navigate challenges and make impactful decisionsasanHRprofessional?
Approaching each challenge with empathy, understanding the human perspective behind the data or policy. At the same time, I ensure that my decisions align with fairness, transparency, and the organization’s core values Consistently doing what’sright,evenwhenit’snoteasy.
Q: How do you balance innovation and empathy while driving HR initiatives in a fast-changing businessenvironment?
Understanding what people truly need and how change might affect them. Once I have that insight, I look for creative, technology-driven ways to make their experience better For me, innovation isn’t just about new tools or systems; it’s about finding smarter ways to care for people. Keeping employees at the center helps me strike the right balance between progressandcompassion
“ Innovation isn’t just about new tools — it’s about finding smarter ways to care for people. ”
Q:What’soneareainHRyoubelievewillredefine the future workplace, and how are you preparing yourselftoleadinthatspace?
I believe employee experience and well-being will redefine the future workplace With hybrid work, evolving career expectations, and rapid technological changes, employees are looking for workplaces that are flexible, supportive, and purpose driven Organizations that focus on creating meaningful experiences and prioritizing well-being will attract and retain the best talent My goal is to lead initiatives that not only improve productivity but also make employees feel valued and supported every step of the way.
AbouttheAuthor:
Mary Evangeline Priyanka is a Program Manager at Magnit Global, supporting the contingent workforce program for Ford of India. With over eight years of experience in program management, vendor management, and client services, she specializes in driving operational efficiency and strengthening workforce processes At Magnit, she oversees seamless collaboration between stakeholders, ensuring smooth program delivery and value-driven outcomes Mary is committed to building strong partnerships and enabling effective talent acquisition strategies within the managed service provider (MSP) framework. Her approach combines strategic insight with a focus on continuous improvement to enhance workforce operationsandoverallclientexperience.
YOUNG LEADERSREDEFINING THE FUTURE OF WORK
NAMRATA
OF THE YEAR ATUKURI
Q: What core beliefs or values shape your vision forthefutureofHR?
My vision for HR is grounded in the belief that agility and purpose-led learning define future-ready organizations I view HR not as a support function but as an enabler of growth, innovation, and resilience. Building ecosystems that integrate people, technology, and business outcomes is centraltothisbelief Dataandempathymustcoexist data guides direction, while empathy ensures relevance I also believe in making learning accessible, contextual, and measurable, so it drives tangible performance outcomes. The future of HR will belong to those who embed learning in the flow of work, anticipate business shifts, and continuously evolve workforce capability to match enterprise ambition.
Q: How do you balance strategic foresight with empathywhenleadingpeopleinitiatives?
Strategic foresight helps anticipate organizational needs; empathy ensures that execution remains human-centered. My approach blends both using insights and analytics to shape direction and listening deeply to shape experience Every initiativebeginswithunderstandingwhatemployees value and how change impacts them. For example, when leading Commvault’s global learning transformation, we co-created solutions with employees across geographies, ensuring they felt ownership of the journey. This balance between data and dialogue allows initiatives to deliver both performance and trust Ultimately, foresight sets the vision, but empathy builds the followership needed toachieveit.
Q: Could you share a key transformation or initiative that best represents your vision in action?
The Skills for the Future initiative exemplifies my belief that learning must fuel business strategy Partnering with Engineering, we created a reskilling ecosystem in cloud, AI, SaaS, and security. Over 750 engineers earned certifications and 400 more were upskilled in critical technologies achieving 96% learning adoption, 8% higher retention, and significant cost savings. Beyond capability building, the initiative strengthened innovation and market readiness It showcased how HR can shape business outcomes by aligning learning investments with strategic imperatives and equipping talent to lead throughtransformation
Q: How do you nurture innovation and adaptability within your teams amid constant change?
Innovation thrives when teams feel empowered to experiment.Ifocusoncreatingpsychological
safety, clarity of purpose, and access to the right tools At Commvault, my teams use agile methodologies piloting, testing, and scaling ideas rapidly. We also leverage AI tools like Copilot and Synthesia to reimagine how learning is designed and delivered Equally important is celebrating learningfromfailure.Byblendingstructure with freedom, we’ve built a culture where experimentation is encouraged, and adaptability becomes second nature. Innovation, to me, is a mindset that grows stronger with trust, capability, and continuousreflection
Q: What advice would you share with emerging HR professionals aiming to becomefuture-ready,visionaryleaders?
Future-ready HR leaders must bridge business acumen with human insight My advice is to stay curious about technology, strategy, and people. Understand the business deeply; credibility comes from impact, not intent Build influence through partnerships, not authority. Learn to speak the language of both data and empathy because HR leadership today demands both precision and compassion. Most importantly, view learning as your lifelong differentiator. The most visionary leaders aren’t those who predict the future they are those who preparetheirpeopletothriveinit.
AbouttheAuthor:
Namrata Atukuri, Global Head of Learning&DevelopmentatCommvault Systems, leads the company’s learning strategy for over 3,000 employees driving capability building, performance, and growth in a fastevolving digital landscape. With more than two decades of experience across Deloitte, Tech Mahindra, and Oracle Consulting, she has seen firsthand that sustainable success emerges at the intersection of talent, technology, and transformation.
At Commvault, she has redefined L&D as a strategic business enabler through AI-driven learning ecosystems, largescale workforce reskilling, and global leadership development initiatives. Her focus is on making learning purposeful, practical, and measurable embedded into the flow of work and tightly aligned withbusinessoutcomes.
Passionate about cultivating curiosity and clarity, Namrata champions cultures where continuous learning empowers people to grow, lead, and transformthefutureofwork.
EXCELLENCE IN LEARNING & DEVELOPMENT
Q: What core philosophy drives your organization’s approach to Learning & Development?
At Commvault, our philosophy is simple yet powerful learning is a business strategy, not a support function. We believe that the ability to learn, unlearn, and relearn at scale defines organizational longevity As a company built on innovation and cyber resilience, we view learning as the bridge between business ambition and execution Every programisdesignedtostrengthenbothcapabilityand connection enabling our people to act with clarity, confidence, and purpose. Our approach integrates three anchors: relevance, accessibility, and impact Learning must be contextual to business priorities, available in the flow of work, and measurable in outcomes. We see the role of L&D as translating strategy into skills and skills into business performance This belief has shaped initiatives like Basecamp and the Leadership Advantage Series, which build shared language, leadership depth, and a culture where learning drives both growth and resilience
Q: Could you share one initiative or program that has significantly elevated learning outcomes acrossyourworkforce?
Our flagship Leadership Advantage Series exemplifies how we build leaders who can translate vision into execution. Anchored in our Tomorrow’s Commvault Leader framework, it features two modular journeys Foundational Leadership for first-time managers and People Leadership for experienced leaders.Designed for lasting behavior change, each journey begins with assessments such as DISC, Strengths, Hogan, or EQ-i, helping leaders set development goals in partnership with their managers The experience blends immersive simulations, peer coaching, and on-the-job action projects to translate learning into practice. To sustain adoption, we introduced manager engagement guides and bi-weekly reflection prompts ensuring learning continueswellbeyondtheclassroom
At Commvault, we don’t view learning as support; we see it as strategy - deeply tied to our business priorities, integrated into everyday work, and proven through measurable results.
Q: How do you ensure learning interventions align with both individual growth and business goals?
Alignment begins with intent Every learning initiative at Commvault starts with a clear business problem and a defined outcome. Whether it’s developing technical depth or leadership capability, we design programs through a dual lens: What does the business need to achieve, and how do employees need to grow to get there? This alignment is sustained through data and dialogue Skill assessments, engagement surveys, and feedback loops help us measure both learning relevance and behavioralapplication.Managerinvolvementensures employees connect development goals to team priorities, while HR Business Partners embed learning conversations into performance and career frameworks. Programs like Skills for the Future and the Leadership Advantage Series were built this way merging organizational priorities such as cloud transformation and leadership agility with personal growth aspirations. The result is a system where employeesseelearningnotasanobligation,butasan enabler of both career progress and enterprise success.
Q: In what ways has technology or innovation transformedyourL&Dstrategyinrecentyears?
Technology has been a catalyst in modernizing Commvault’s learning experience We migrated from a legacy LMS to a new age AI-driven learning platform that personalizes content based on roles, goals, and interests Integrated with Udemy and OpenSesame, it delivers hyper-relevant, on-demand learning pathways aligned with evolving business priorities We also encourage our teams to experiment with AI tools like Microsoft Copilot, ChatGPT, Writer AI, and Synthesia redefining how contentiscreated,personalized,anddelivered.These
innovations have drastically reduced development time, increased learner engagement, and enabled a culture of learning in the flow of work The shift from event-based to ecosystem-based learning has been profound. Technology has not only enhanced accessibility and efficiency but also democratized learning making every Vaulter an active participantintheirowndevelopmentjourney
Q: How do you measure the long-term impact of learning on performance, engagement, and culture?
At Commvault, we view learning impact through three lenses business outcomes, behavioral change, and cultural continuity We track tangible business metrics such as productivity, retention, and internal mobility, alongside engagement and leadership effectiveness scores For example, postprogram data from the Leadership Advantage Series shows a 53% rise in team engagement and 38% improvement in productivity, while the Basecamp experience achieved 99% understanding of strategic goals and 98% satisfaction globally. Beyond quantitative outcomes, we assess cultural impact through shifts in shared language, crossfunctional collaboration, and authentic employee storytelling. When terms like “cyber resilience” and “cleanroom recovery” began appearing organically in everyday workplace dialogue, it signaled that learning had truly become part of our culturalfabric.
Our philosophy is that learning ROI is not just about what changes immediately after a session, but what endures how leaders lead differently, how teams connect better, and how strategy becomeslivedexperience
VISIONARY LEARNING & DEVELOPMENT- SHAPING THE WORKFORCE OF
TOMORROW
NAVAID A H M A D
OF THE YEAR
Q: You’ve been recognized as the Young HR Leader of the Year what does this recognition meantoyouatthisstageofyourcareer?
“Recognition feels most meaningful when it reflects impact, not just achievement” This recognition is deeply meaningful because it reflects not just personal achievement but also the collective impact of every teammate, mentor, and leader I’ve worked with Being named a Young HR Leader 2025 is both humbling and energizing. It acknowledges years of effort toward contributing to creating workplaces where people feel seen, heard, and valued. At this stage of my career, it’s less about personal validation and more about reinforcing the purpose I’ve always believed in that HR’s true strength lies in shaping human-centered organizations. This recognition reminds me to keep learning, stay curious, and continue leading with empathyandintegrity It’snotafinishline;it’sa milestone that strengthens me to help more people findmeaningandgrowthintheirwork.
Q: In your journey so far, what has been the most defining moment that shaped your approachtopeopleandculture?
Culture isn’t built on powerpoint presentations, it’s built in moments of trust. The most defining moment came when I led cultural integration during an organizational merger Managing change while preserving trust was a complex challenge, but it reinforced my belief that culture isn’t built just through policies it’s nurtured through empathy, communication, and shared purpose of everyone This experience reshaped my approach to HR from beingtransactionaltotransformational.It taught
me that people’s strategies must evolve with the emotions, anxieties, and ambitions of the workforce Since then, I’ve focused on creating workplaces where transparency and inclusion guide every decision. That moment made me realize that culture is the heartbeat ofanorganization,andHRisitskeeper
“The future of HR isn’t human vs. digital, it’s human through digital.”
Q: What guiding principle or mindset has helped you navigate challenges and make impactfuldecisionsasanHRprofessional?
Lead with clarity, act with compassion that’s the foundation of HR This principle has guided me through the most complex and high-stakes moments of my career Every decision I make, whether strategic or personal, begins with one question: Will this strengthen trust? Balancingdataandconversationhelpmestay fair while being human I’ve learned that impactful HR decisions are not about choosing between people and business, they’re about aligning both with common purposes As HR professionals, we are custodians of organizational integrity, and that means leading with transparency, Hunger,HeartandHarmony
Q: How do you balance innovation and empathy while driving HR initiatives in a fastchangingbusinessenvironment?
Innovation and empathy are not opposites, they arepartners Inarapidlychangingworld,HRmust use innovation to simplify complexity and empathytohumanizechange.WhendesigningHR programs, I involve people in the process because the best ideas often come from lived experiences Data and technology help me make smarter decisions, but empathy ensures those decisions resonate Whether it’s digital learning tools, engagement analytics, or well-being initiatives, I focus on keeping the human story at the center. The most future-ready HR leaders will be those who blend emotional intelligence with technologicalagility.
Q: What’s one area in HR you believe will redefine the future workplace,andhoware you preparingyourselftoleadinthatspace?
The future of HR isn’t human vs digital, it’s human through digital. The future of HR will be redefined by people’s experience powered by AI and analytics As work becomes hybrid and boundaryless, understanding people through data without losing human touch will shape how organizationsattract,engage,andretaintalent.I’m preparing for this shift by continuously exploring new tools, behavioral insights, and ethical ways to enhance decision-making. For me, the next generation of HR leaders will be those who can interpret data with humanity, translating numbers into narratives that inspire action, inclusion, and growth.
AbouttheAuthor:
Navaid Ahmad is a dynamic and purposedriven HR leader with over eight years of progressive experience in strategic human resources management. Currently serving as Manager – Human Resource at Insight Direct India Pvt Ltd, Navaid has successfully led transformative initiatives that align people strategy with business goals, foster inclusivity, and drive measurable impact across the organization He is an Ecornellcertified professional. From navigating complex mergers and acquisitions to steering HR through the unprecedented challenges of the COVID-19 pandemic, Navaid has consistently demonstrated agility, empathy, and strategic foresight Guided by the philosophy “Lead with empathy, act with data, and inspire with purpose”, Navaid has redefined HR as a strategic enabler of organizationalsuccess Hisworkhasnotonly transformed HR operations but has also cultivated a culture of trust, resilience, and innovation making him a standout candidate for the HRAI Young HR Leader of theYearAward.
EMPOWERED LEADERSHIP & CULTURE- BUILDING ORGANIZATIONS THAT THRIVE
MADHUKAR PATIL NAYAN
Q: You’ve been recognized as the Young HR Leader oftheYear whatdoesthisrecognitionmeantoyou atthisstageofyourcareer?
BeingrecognizedastheYoungHRLeaderoftheYearis both humbling and empowering At this stage of my career, it validates the purpose and persistence behind every initiative I’ve led from building predictive HR analytics to designing people-first engagement frameworks at Drychem This recognition symbolizes more than individual success; it reflects the collective belief that HR can be both strategic and deeply human. It acknowledges the value of innovation driven by empathy, and data guided by purpose Personally, this award inspires me to continue creating opportunities for others, especially young professionals and women aspiring to lead in HR Professionally, it strengthens my resolve to drive meaningful transformation where business outcomes and employee experiences grow together. It’s a reminder that leadership is not about position, but about the positive change you create around you
Q: In your journey so far, what has been the most defining moment that shaped your approach to peopleandculture?
ThemostdefiningmomentcamewhenIledalarge-scale retention project to address high attrition in the different domain. What began as a data challenge quickly became a lesson in empathy and listening. Through exit interviewsandpulseconversations,Irealizedthatbehind every statistic was a story of aspiration, recognition, or a missed opportunity.Building an Exit Prediction Module with a 97% confidence rate taught me the power of analytics, but more importantly, the importance of humaninsightbehindthenumbers.Thisexperience
shaped my people philosophy that culture is built not by policies alone, but by understanding what truly drives people to stay, grow, and contribute. Since then, my approach has always been to blend data with dialogue to make decisions that are not justefficient,butemotionallyintelligent
Q: What guiding principle or mindset has helped you navigate challenges and make impactfuldecisionsasanHRprofessional?
My guiding principle is “Lead with purpose, act with empathy, and measure with impact.” Every challenge whether reducing attrition, automating HR processes, or fostering inclusion has reinforced this balance At Drychem, when we transitioned from manual HR processes to a dual-platform HRMS ecosystem, the goal wasn’t just automation; it was to create time for meaningful human connection. I learned that data and empathy aren’t opposites they complete each other. This mindset helps me stay grounded during uncertainty and ensures that every decision, however complex, is aligned with long-term business goalsandemployeetrust.It’swhatallowsHR to evolve from an administrative function to a strategicenablerofcultureandgrowth
Q: How do you balance innovation and empathy while driving HR initiatives in a fast-changingbusinessenvironment?
Innovation and empathy are not opposites theyarecomplementaryforcesinmodern
HR Every technology or process I introduce starts with a simple question: “Will this make life easier and better for our people?” While leading digital transformation and predictive analytics, I ensured that automation never replaced human connection it amplified it For example, automating routine HR tasks freed time for managers to focus on conversations that matter: development, recognition, and care. I see empathy as the foundation that gives innovation its direction.
Listening to employees before designing a policy, or using feedback data to improve digital adoption, ensures that innovation serves people, not just efficiency. By combining datadriven insights with human understanding, I’ve built initiatives that are both forward-looking and heartfelt enabling sustainable change, notjustquickwins.
“ My guiding principle is : Lead with purpose, act with empathy, and measure with impact.”
Q: What’s one area in HR you believe will redefine the future workplace, and how are youpreparingyourselftoleadinthatspace?
Culture is built not by policies alone, but by understanding what truly drives people to stay, grow, and contribute.
The future of HR will be defined by the rise of “Predictive & Humanized Analytics.” We are entering a phase where data can forecast employee behavior, but the true leadership challenge lies in using thatinsightresponsiblyandempathetically Having built predictive models for attrition and engagement, I’ve seen how analytics can transform decision-making from reactive to proactive. However, numbers must always be interpreted through a humanlens Myfocusnowisondeepening expertise in people analytics, AI-driven HR systems, and behavioral insights to create personalized employee experiences Simultaneously, I’m investing in mentoring and storytelling because the HRleaderofthefuturemustbebothadata interpreter and a culture architect By blending analytics with authenticity, I aim to lead a workplace where technology enhancestrust,inclusion,andpurpose
AbouttheAuthor:
Nayan Madhukar Patil, Manager HR, is a strategic HR partner committed to unlocking human potential and driving sustainable businessgrowth Withapassionforbuilding high-performance cultures, Nayan specializes in crafting innovative HR solutions that enhance engagement, strengthen capability, and align people strategieswithorganizationalgoals.
Her expertise spans workforce planning, talent acquisition, performance management, employee development, and change management enabling organizations to navigate complex HR challenges while maximizing business impact. A strong advocate of continuous learning, Nayan designs impactful Learning and OD frameworks that accelerate leadership development and support longtermgrowth.
With a data-driven approach, she leverages HR analytics to transform insights into meaningful action As a trusted advisor, Nayan partners closely with senior leaders and cross-functional teams to build inclusive, trust-based environments where employees feel empowered to contribute theirbest
OF THE YEAR
Q: Reflecting on your career, what accomplishment stands out as most impactful, and how did it shape your professional journey?
Redefining how technology and empathy intersect in the workplace has been my proudest accomplishment. Leading an enterprise-wide HR digital transformation one rooted in inclusion and data-driven decision-making not only elevated systems but shifted organizational mindsets. Beyond efficiency gains, this work empowered employees to engage more meaningfullywithdigitalinnovation Ittaughtme that true transformation happens when technology amplifies human potential. This experience strengthened my mission to pave the way for women leaders in digital spaces, proving that leadership in tech can be empathetic, inclusive,anddeeplyhuman.
Q: What leadership principles or strategies have proven most effective for you in guiding teamsandorganizationstowardsuccess?
Leadership, to me, is anchored in vision, voice, and value. Vision provides clarity of direction, voice ensures inclusion, and value sustains longterm impact I lead with authenticity fostering empathy and trust while shaping strategy through data and dialogue. A cornerstone of my approach is empowering women and diverse teams to lead initiatives By modeling confidence and compassion, I create space for others to rise I believe leadership isn’t about being the loudest in the room; it’s about enabling others to find and usetheirownvoice
True transformation happens when technology amplifies human potential.
Q: How have mentorship and collaboration influenced your career, and are there mentors or collaborators who have left a lasting imprint?
Mentorship has been both a gift and a responsibility in my journey. My mentors didn’t hand me answers they helped me see possibility where others saw limits Their influence shaped my confidence and ambition Today, I strive to offer the same for young women navigating technology and leadership Collaboration, likewise, has been pivotal It multiplies potential by transforming individual effort into collective excellence. Whether across business units or global teams, I’ve seen how collaboration grounded in respect and mutual growth creates sustainable change. Together, mentorship and collaboration form the bridge between experience andaspiration
Q: In an industry that constantly evolves, what mindset or skill do you believe is essential for stayinginnovativeandrelevant?
Staying relevant requires leading with curiosity and courage. Innovation thrives where empathy meets experimentation While I continuously explore emerging technologies, my focus remains on how they can build more inclusive workplaces. The key is balancing transformation with humanity innovating for people, not just processes By encouraging teams to question, imagine, and co-create, I cultivate an environment where ideas can flourish To me, paving the way means leading not only through what we build, but byinspiringotherstobuilddifferently.
Q: What advice would you give aspiring professionals who hope to achieve recognitionsimilartoyours?
Everytrailblazerstartsbydaringtostepwhere few have walked. My advice is: stay authentic, stay curious, and stay resilient. Your journey won’t always be linear, but every challenge sharpens your vision and expands your capacity. Build strong networks of support, embrace mentorship, and never underestimate the power of your story it may be the inspiration someone else needs Seek purpose in your work, and success will naturally follow. Remember, paving the way isn’t about walking alone; it’s about leaving footprints wide enough for others to walk besideyou.
AbouttheAuthor:
Recognizedasaforward-lookingleaderinHR technology, Aditi Altekar currently leads digital HR transformation efforts as DGM –HR Technology Lead at Leading Conglomerate With over 15 years of experience at Leading Conglomerates, she excels in delivering scalable, secure solutions that streamline HR processes and elevate workforce engagement Aditi combines deep technical expertise with business acumen to navigate complex challenges, fostering collaborationacrossfunctions.
Her commitment to innovation is complemented by ongoing doctoral studies in Business Administration, reinforcing her dedication to thought leadership and strategic impact. Aditi’s passion for harnessing technology to empower organizations has earned her recognition among the industry’s top emerging leaders featured in HRAI’s 50 Under50.
LEADING THE CONVERSATION-
HOW HR THOUGHT LEADERS REDEFINE
THE MODERN WORKPLACE
HR thought leaders drive transformation, guiding organizations through cultural shifts, technological change, and evolving workforceexpectations.
They envision future-focused workplaces, looking beyond daily operations to create environments that support both people and organizationalsuccess.
They champion employee experience, equity, and inclusion, ensuringthatworkplacesarefair,engaging,andhuman-centered.
Their influence spreads through research, writing, and public speaking, pushing boundaries and inspiring new perspectives acrosstheHRindustry.
R I T E S H A D V A
N I
EXCELLENCE IN EMPLOYEE ENGAGEMENT
Q: What core philosophy drives your organization’s approach to employee engagement?
At GoldenSource, our philosophy is simple: employee engagement is not a program it’s ourculture
We believe employees do their best work when they feel valued, heard, connected, and supported
This philosophy shapes our practices across onboarding, communication, learning, feedback, and well-being, ensuring engagement is not a one-time effort, but a continuous experience throughouttheemployeelifecycle
Q: Could you share one initiative or program that has significantly strengthened engagement acrosstheworkforce?
One of our most impactful initiatives has been the 30-60-90 Day New Employee Orientation Journey, which transforms onboarding into a meaningfulrelationship-buildingexperience. Rather than treating onboarding as a checklist, this journey creates touchpoints that ensure everynewjoinerfeelswelcomed,informed,and
Continuous role readiness through structured e-learning, classroom sessions, and hands-on exposure
A30-dayHRConnectfocusedonsettlingin
A 60-day Leadership Interaction to build organizationalcontext
A 90-day CEO Connect to reinforce strategic alignmentandbelonging
This approach has enabled a smooth transition from new hire to confident contributor,reflected in our 98% confirmation rate and consistently strong onboarding feedback
Q: How do you ensure that engagement efforts resonate with employees at all levels and locations?
With a global and hybrid workforce, inclusivity and consistency are key To ensure our engagement efforts resonate across geographies, we follow a feedback-to-action approach
Programs like Stay Sync-Up create a safe, small-group platform where employees openly share what’s working well and where they wouldliketoseeimprovement
With 91% participation, these conversations havebecomeatrustedchannelforfeedback.
Insights from these sessions are analyzed and shared with leadership, followed by action planning and progress updates ensuring employees don’t just speak, but also see their inputs drive meaningful change.
This cycle fosters trust, reinforces transparency, and ensures engagement efforts remain relevant and inclusive across diverseteams.
Q: In what ways do leadership and communication play a role in fostering belongingandmotivation?
Leadership visibility is a defining strength of GoldenSource. Through initiatives like Town Halls, Business Updates, and CEO Connects, leaders, consistently communicate business priorities, celebrate successes, and respond openly to employee queries
What makes the difference is tone not just message. Leaders communicate with clarity, and openness, making conversations feel two-way This builds trust, alignment, andconnectstotheorganizationalpurpose.
Employees frequently highlight approachable leaders, transparent communication, and recognition culture as coreengagementstrengths demonstrating that leadership is not just seen in the organizationbutfelt.
We believe employees do their best work when they feel valued, heard, connected, and supported.
Q: How are you evolving your engagement strategies to meet the expectations of a changingworkforce?
As expectations evolve, so do our engagement strategies Wearecontinuouslyenhancing digital enablement, flexibility, well-being, and continuousfeedbackmechanisms.
Initiatives such as our 2-week Remote Work Policy, Employee Assistance Program, and ongoing improvements in continuous performance feedback reflect our commitment to flexibility, mental well-being, andmeaningfulemployeeexperience.
Alongside these, we continue to invest in celebrations, learning experiences, and recognition creating a holistic ecosystem where employees feel balanced, supported, andproudtobelong
Our engagement framework remains dynamic, feedback-driven, and aligned with the needs of a diverse and future-ready workforce
EXCELLENCE IN EMPLOYEE RECOGNITION
Q: What core philosophy guides your organization’sapproachtoemployeerecognition?
At GoldenSource, our philosophy is rooted in a simple belief: Recognition should be timely, meaningful, and aligned to the behavior and values wewanttostrengthen
We recognize employees not just for what they achieve,butalsoforhowtheycontribute.
Recognition is viewed as a continuous experience rather than a moment, ensuring employees feel appreciated throughout their journey from short-termwinstolong-termcontributions.
This belief ensures recognition is not a transactional reward, but a cultural experience that buildsbelonging,motivation,andpride.
Q: Could you share one recognition initiative or practice that has had a significant impact on motivationandculture?
Our most impactful initiative has been the Bravo Award a spot recognition platform designed to appreciate employees instantly for exceptional effort,goingextramile,innovation,collaboration
Its strength lies in its immediacy managers and leaders can recognize employees in real-time, accompanied by reward points, public appreciation, and personalized celebration experiences
Biannual and annual awards for sustained excellence
Team-based awards like Power of One that celebratecollaboration.
Long Service and Development recognitionshonoringloyaltyandgrowth
To maintain fairness, all formal awards follow structured nomination criteria, and panel review, ensuring employees trust the process
Thisapproachallowsrecognitiontofeel
personal, accessible, and equitable whether an employee is new, tenured, a people leader, or part of a globalteam
Q: In what ways has leadership involvement strengthenedyourrecognitionculture?
Leadership plays a visible and active role in recognition, which has significantly reinforced its culturalimportance
Leaders not only approve and present awards they also attend recognition events, share success stories, and amplify achievements through internal communicationchannels
This involvement signals that recognition is an organizationalpriority,notanHRprogram.
Employees consistently report that recognition feels more meaningful when it is visible and acknowledged by leadership especially during livefloorevents,townhalls,andawardceremonies whereachievementsaresharedpublicly
By celebrating wins openly and authentically, our leaders have helped shape a recognition culture whereeverycontribution bigorsmall isseen andvalued
Q: How do you measure the impact of recognition programsonengagement,retention,andoverall performance?
Participation Growth: Employee involvement in recognitionprogramshasincreasedyear-on-year
Engagement Feedback: Surveys and Stay Sync-Up discussions show a clear rise in employees feeling valued and appreciated through our R&R programs
Retention Outcomes: Tenure metrics and milestone award trends show strong loyalty, with manyemployeescompletingonanavg 8–10years withtheorganization.
Learning Culture: Certification reimbursements and development programs have increased participationinlearningandcareeradvancement
These insights demonstrate that recognition has a direct and positive influence on motivation, culture, and business performance reinforcing why it remains a strategic priority at GoldenSource.
AbouttheAuthor:
Ritesh Advani, Global Head of Human Resources, is an avant-garde thinker and results-oriented HR leader with 20 years of experience across information technology, managed services, professional services, hospitality, travel, edu-tech, retail, and facility management He has a proven ability to lead large teams, partner with executive leadership, drive organizational culture, enable knowledge sharing, and deliver services in a cost-effective, risk-mitigated manner
Ritesh values strong interpersonal communication and continuous learning, with a successful track record of aligning business and HR strategies, building HR and learning functions, optimizing talent growth, and fostering a culture of meritocracy, collaboration, innovation,andcontinuousimprovement.Hisexpertise spans HR strategy, systems, retention, learning design, OD, workforce planning, talent and performance management, leadership development, and budgeting. Known for his futuristic mindset and adaptability, he champions an enabling work culture rooted in mutual growthandcapabilitybuilding
BUILDING EMPLOYEE ENGAGEMENT THAT LASTS
SANDEEP CULTURE
Q: What guiding principles define your approach to building and sustaining organizationalculture?
For me, culture is built on three fundamentals respect,clarity,andconsistency. Respectensurespeoplefeelvalued.
Clarity ensures everyone understands expectations, purpose, and direction Consistency ensures trust becauseculturemustbelived,notonlystated
As HR leaders, our role is to create an environment where people feel safe to contribute, where performance is recognized, and where values are reflectedineverydayactions.Whenemployeesfeel seen and supported, they naturally become proud ambassadors of the organization and that is whenculturetrulybecomessustainable
Q: How do you ensure culture remains authentic and aligned with business goals duringtransformation?
Any transformation brings change, and with change often comes resistance To ensure culture stays aligned with business priorities, communicationbecomesthemostpowerfultool.
We consistently reinforce why we are changing, what will improve, and how it benefits employees and the organization. Along with communication, we ensure that processes, policies, and leadership behaviors support the cultural direction because cultureweakenswhenthereisagapbetweenwords andactions.
When culture is built around transparency, accountability, and shared purpose, it remains authentic, even as the organization grows and evolves.
Culture must be lived, not only stated; respect, clarity, and consistency are its foundation.
Q: Could you share one initiative or practice that has significantly strengthened your workplaceculture?
One initiative I am proud of is strengthening HR as a true business partner rather than a compliancedrivenfunction.
Through capability building, mentoring, and restructuring, we helped the HR team shift from administrative ownership to strategic influence. As a result, HR became a trusted advisor focusing on performance, employee experience, and enablingtalenttostepintoimpactfulroles
This shift not only improved processes and productivity but also helped embed a culture of ownership, accountability, and respect across the organization.
Q: How do you inspire teams to live the organization’svaluesintheireverydayactions?
Valuesmustbedemonstrated,notenforced. When leaders model the behaviors expected, employees automatically follow We ensure organizational values are integrated into performance management, recognition frameworks,leadershipdevelopment,and
communication so they are not merely statements on walls but part of everyday decision-making.
Celebrating behaviors aligned with values also reinforces the right message because peoplerepeatwhatgetsrecognized
“When employees feel seen and supported, they naturally become proud ambassadors of the organization.”
Q: What advice would you give to leaders seeking to build a culture that thrives throughchange?
My advice is simple: stay connected to your peopleandstaycommittedtoyourpurpose
Culture evolves when people feel heard and when leaders demonstrate empathy, openness, and adaptability Invest in communication, invest in talent development, and ensure policiesarerelevanttothechanginglandscape. Most importantly, remember culture is not built overnight It is shaped through consistent habits, inclusive decision-making, and leadership integrity. If leaders walk the talk and respect the organization’s fabric while guiding change,culturenotonlysurvives itthrives
AbouttheAuthor:
Sandeep Banerjee is the Chief Human Resources Officer at Eveready Industries. He has a wide range of experience in people management & leadership across a wide array of sectors His career is marked by a unique ability to bridge the gap between manufacturing and services, thriving in multicultural environments at both MNCs and large Indian enterprises Being a transformational HR leader, he has successfully ensured cultural & process transformation at EIIL. His previous roles at renowned organizations like Prism Johnson, Reliance Industries, and Taj Hotels have further honed his expertise in shaping effective HR strategies.Recognized for his contributions to talent management, Sandeep has received several prestigious awards, including CHRO of the Year by Global HR Excellence and the Change Management Award at the HRAI Awards 2023. He’s also proud to have been honoured with the Indian Achievers Award for navigatingcomplextransformations,aswellasaccolades like the Top 100 Super Achiever Award and Top 101 HR Minds Award from the World HRD Congress His commitment to excellence has also led to his organization being recognized with the National Best Employer Award. An alumnus of INSEAD, IIM-A and NUS with a focus on Data Science, Sandeep combines his academic background with a passion for strategic HR practices. His expertise includes change management, coaching, and aligning HR initiatives with business goals Above all, he believes in nurturing talent and celebrating employee contributions, driving organizationalsuccessthroughinnovativeHRpractices. Sandeep Banerjee’s wealth of experience and his genuine dedication to people make him a key leader in cultivating vibrant workplace cultures and driving sustainablebusinessgrowth.
For us, employee engagement is all about creating a workplace where people actually feel excited to show up and do their best. Our approach to employee engagement is really guided by our core philosophy, which is built around our Employee Value Proposition -Growth, Transparency & Empowerment, Meritocracy, Learning & Innovation, Trust & Respect, Diversity, andCaring&Well-being.
We make it a point to be transparent in how we communicate and empower our people to take ownership of their work. Everyone gets a fair shot performance and potential truly drive opportunities here We also encourage continuous learning and innovation, because we believe growth happens when you’recuriousandsupported.
At the same time, we put a lot of focus on trust, respect, and caring for one another Diversity and wellbeing aren’t just buzzwords for us they’re part of how we make sure everyone feels heard, included, and cared for Bringing all these values together helps our peoplefeel engaged,motivated,andproudtobepart of whatwe’rebuilding.
Q: Could you share one initiative or program that has significantly strengthened engagement across theworkforce?
Oneinitiativethathashadatrulytransformative
impact on our engagement journey is our Leadership Visibility and Communication program.
A couple of years ago, our engagement surveys highlighted a clear message employees wanted stronger connection and more transparent communication with leadership. We took that feedback seriously and redefined how we engage withourPeople
Our Quarterly Townhalls evolved into powerful platforms for alignment and recognition where business updates, success stories, and employee achievements are celebrated together In parallel, we introduced “Upfront with CHRO”, a candid dialogue series that allows employees across levels to interact directly with the leadership team These sessionsgobeyondbusinessupdates theycreate a safe space for honest conversations around culture,growth,andaspirations
The impact has been remarkable Employees now see leaders as authentic, and genuinely invested in their success. Our Work Environment index improved by over 21%, and we’ve seen a tangible rise in trust, collaboration, and morale across the organization.
For us, this initiative reaffirmed a simple truth authentic leadership communication is one of the most powerful drivers of engagement When people feel heard and connected to purpose, performancenaturallyfollows
“Employee engagement is all about creating a workplace where people actually feel excited to show up and do their best.”
Q: How do you ensure that engagement efforts resonatewithemployeesatalllevelsandlocations?
For us, the biggest learning has been that engagement only works when it truly reaches everyone not just Head Office, not just managers, and not just the vocal few So we’ve built our approach around inclusion, consistency,andreal-timelistening.
We’ve made engagement a year-round, structured practice, not a set of events Execution is where the magic happens or doesn't, if you're not careful We treat engagement like core business, not an add-on, by weaving it into our annual calendar with dedicated resources But crucially, we go wide: special focus on regional offices, plants, and field teams to avoid that "head office only" trap. From inclusive festivals and regional gatherings to spot recognitions, wellness drives, and CSR activities, we try to create moments that appeal to the head, heart, and spirit. And because these moments happen across locations plants, regions, HO they create a shared rhythm for the whole organization At the end of the day, it's about creating shared joy and purpose that feels personal, no matter where you are or what rung you're on. When employees acrossthecountrytellustheyfeelheard,connected,and genuinely valued that’s when we know our approach isworking.
Q: In what ways do leadership and communication play a role in fostering belongingandmotivation?
Leadership and communication those are the secret sauce for turning a workplace into a place where people don't just show up, but actually thrive and feel like they belong At Eveready, we've seen firsthand how dialing these in can shift the whole vibe from "distant hierarchy"to"we'reinthistogether."
It starts with visibility leaders can't inspire if they're ghosts in the machine Our quarterly Townhalls flipped the script on that. They're not stuffy updates; they're lively sessions where we share the big-picture vision, celebrate team wins in real-time, and tie everything back to our strategic goals. It's participativetoo,sopeoplearen'tjustlistening; they're engaging, asking questions, and seeing their input shape the conversation. That alone builds motivation because suddenly, you're aligned with something bigger, and it feels personal
Then there's "Upfront with CHRO," our quarterly candid dialogue sessions between the CHRO and the new joiners The result? Our Net Promoter Score jumped from 78% in March 2023 to 87% in March 2025, and folks started describing leaders as "accessible mentors" instead of far-off execs That shift fosters belonging big time when you feel heard and seen by the people steering the ship, you're way more motivated to bring your Agameeveryday
Q: How do you ensure that engagement efforts resonate with employees at all levels andlocations?
With the workforce shifting faster than ever hybrid setups lingering post-pandemic, Gen Z demanding purpose over paychecks, talent wars in FMCD, and everyone craving that real sense of belonging staying static just isn't an option
At Eveready, we've evolved from reactive fixes in 2023 to a proactive, ever-adapting ecosystem by 2025. As workforce expectations shift, we rely heavily on real-time listening quick feedbackaftereveryinitiativetounderstandwhat employeesneedtoday,notlastyear.
We’ve noticed that well-being and frequent, genuine recognition are now must-haves for satisfaction. Seasonal wellness programs like yoga sessions and ‘Beat the Heat’ drives show care for specific team needs Recognition moved from annual to everyday spot and peer-to-peer kudos happen all year, with formal awards and personal stories highlighted at gatherings and in company newsletters This keeps motivation and appreciation alive, not just tied to the appraisal season.
We're big on upskilling managers too, with regular training on coaching, transparent comms, and inclusive leadership, because a changing workforceexpectsleaderswhoevolvewiththem, notdictatefromafar
In short, the strategy is about listening more, acting swiftly, and weaving engagement into the fabric of every day so employees know that as their expectations change, the company is evolvingrightalongsidethem SANDEEP BANERJEE
S A S I D H A R A N
Q: What inspired our organization to prioritize POSHasakeypillarofworkplaceculture?
EXCELLENCE IN POSH (PREVENTION OF SEXUAL HARASSMENT)
Guided by our People First philosophy and the Rise credo, we place respect, empathy, and inclusion at the heart of everything we do We believe that innovation and performance flourish in environments where every associate feels safe, valued, and heardPhysical and psychological safety empower our people to speak up, engage fully, and co-create fearlessly. That’s why our POSH mechanisms are deeply embedded into our Diversity, Equity & Inclusion (DEI) strategy –ensuring dignity and protection for every individual, across roles, identities, and experiences.At Tech Mahindra, safety is not just a compliancerequirement,it’sapromise Apromise to build a workplace where every voice matters, every difference is celebrated, and every TechMightyisempoweredtoRise
Q:Couldyoushareoneinitiativethathasmade a measurable impact in creating safer workspaces?
Our POSH framework has evolved to include immersive, scenario-based training modules and real-life caselets that equip our employees to recognize, prevent, and respond to inappropriate behaviour with clarity and confidence. In fact, theseinteractivesimulationsgobeyondtheoryand
on what are the right steps to take in everyday situationssotheycaninternalizewhatsafetylooks like, and how to uphold it in real timeOur Inclusive Manager Training further strengthens this commitment by helping them become upstanders – leaders who proactively address concerns, reinforce ethical behaviour, and foster a culture of trust and respect. These modules help sharpen awareness of inclusive leadership and appropriate workplace behaviours, ensuring we create an environment where everyone feels valuedandempowered.
“At Tech Mahindra, safety is not just a compliance requirement — it’s a promise. A promise to build a workplace where every voice matters, every difference is celebrated, and every TechMighty is empowered to Rise.”
Q: How do we ensure POSH awareness and sensitivity reach every employee, beyond policy compliance?
For us, upholding the ‘Dignity of an Individual’ is a core value and when it comes to POSH awareness, we have four ways of bringing this to life. It starts with making awareness accessible with POSH Compliance training From day one, every new associate is trained and certified on POSH. But we don’t stop there. Our HR teams host small-group refresher sessions to keep the conversation alive and relevant To make learning engaging, we’ve gamified the experience – rolling out interactive e-learning modules with real-life scenarios. These modules empower associates, especially bystanders, to recognize and respond to inappropriate behaviour with clarity and confidenceWe also understand that accountability starts with the Leadership team Hence, we initiated a POSH Pledge Campaign inviting all people managers to take a digital pledge to uphold workplace safety. The messaging was Gen Z-inspired to be bold, relatable, and actionoriented And you know what made it powerful? We notified team members of their managers’ commitment, reinforcing leadership accountability and trust. Of course, to build everyday inclusion, we launched an Inclusive Leadership Micro-Learning This series of five bite-sized learning modules tailored for people Managers. These micro-learnings sharpen awareness of inclusive leadership and appropriate workplace behaviours After all, it’s not just about knowing – it’s aboutaction.Asmentionedearlier,thesemoduleshelp Managers become upstanders, fostering a culture where everyone feels valuedWe also learn from the best by leveragingIndustryExpertsTalks Weregularlyhost
sessions with industry experts who speak on psychological safety, respectful conduct, and inclusive workplace behaviours We have seen how these sessions spark meaningful conversations both online and offline within our workplace. Lastly, the OK to Not Be OK Initiative was a mental health campaign focused on suicide prevention, emotional support, and empathetic leadership. It includes EAP (Employee Assistance Program) awareness, peer support, and mindfulnesssessionstofosterpsychologicalsafety andwell-being
Q: What role does leadership play in shaping anopen,respectful,andinclusiveculture?
Our leaders don’t just drive business results, they shape our culture, creating a workplace where ethical conduct and mutual respect are nonnegotiable. They lead by example, consistently reinforcing the message that safety is a shared responsibility Through frequent communications, fireside chats, and open forums, they emphasize that a safe and respectful workplace is foundational to innovation and performanceImportantly, our leaders champion the belief that raising a concern is an act of courage – not disloyalty. This mindset has helped normalize conversations around safety and inclusion, encouraging associates to speak up without fear. This is supplemented by our “Speak Up” campaign that has helped us identify and act on POSH complaints This leadership-driven culture of accountability and empathy is what makesTechMahindra a safe place towork–anda greatplacetogrow
Q: How is our organization planning to evolve its POSH practicesinthecomingyear?
We are constantly evolving our POSH practices to make it more accessible, empathetic, and action oriented. Firstly, to improve techenablement, we are rolling out intuitive digital platforms that simplifycomplaintsubmission,enablereal-timetracking,andensure confidentiality. From the awareness perspective, we continue to communicate that POSH is not a standalone policy but a part of our broader commitment to mental health and emotional safety We’re integrating POSH messaging into well-being programs, with workshops on empathy, active listening, and boundary-setting to help associates navigate complex interpersonal dynamics We also understand the power of real-life experiences with the success of our refreshermodule.Hence,weareexploringPOSHawarenessthrough storytelling – sharing lived experiences that help demystify the policy and build emotional connection Lastly, we are looking to introduce POSH Ambassadors within teams who can promote awareness, offer peer support, and reinforce our culture of respect from the ground up. Together, these initiatives reflect our belief that safety is not just a policy, it is a shared responsibility Only when every TechMighty feels safe, empowered, and supported, we all Rise.
AbouttheAuthor:
SijiSasidharanisaseasonedHRprofessionalwithover22yearsof experience in Strategic Human Resources, Organizational Transformation, and Talent Strategy For the past 13 years, she has been a key part of Tech Mahindra, currently leading HR for all portfolio companies. She plays a pivotal role in aligning people practices with business growth and driving initiatives that foster inclusive and safe workplaces Her leadership in POSH (Prevention of Sexual Harassment) and women's safety programs reflects her commitmenttocreatingrespectful,empoweringenvironmentsforall employees.
SUPRIYA
D I X I T
AWARD
Q: What core philosophy defines your approach to leadership and empowering people?
My leadership philosophy is deeply influenced by my grounding in marketing - because marketing at its core is about understanding people, listening before speaking, and building meaningfulnarrativesthatinspireaction
I believe people thrive when they feel connected to a purpose, not just a task. Empowerment comes from giving clarity, trust, and context - much like how a strong brand gives meaning to every experience aroundit
For me, leadership isn’t about authority - it is about enabling individuals to find and express their strengths confidently, just like how great marketing helps a brand find and live its authenticvoice
Q: How do you create pathways for women tothriveandleadwithinyourorganization?
Creating space for women to thrive is not only a talent agenda - it’s a cultural and brand imperative
Just as successful marketing embraces diverse customer narratives, successful organizations mustembracediverseleadershipnarratives
Wefocusonthreeenablers:
Visibility and opportunity - ensuring womenhaveseatsatstrategictables.
Mentorship and sponsorship programs - to guide women as they step into leadership roles.
Policies rooted in empathy and flexibility - because environmentsshapeconfidenceandpotential
When women are able to lead authentically - not by fitting a mold, but by breaking one - organizations transform
Leadership is not about authority — it is about enabling people to find and express their strengths.
Q: Could you share a defining initiative or transformation that reflects your leadership impact?
A defining transformation was strengthening our marketing function to be more story-led, databacked,andstakeholder-centred.
We moved beyond delivering campaigns to crafting narratives that resonate - with clients, talent, and the wider ecosystem. This shift helped us position SG Analytics not just as a service provider, but as a purpose-driven brand with a voice,perspective,andemotionalrelevance.
The impact wasn’t only external - it inspired teams internally to think deeply, challenge assumptions, andinnovatewithempathyandownership
Q: What qualities do you believe distinguish truly inclusive and authentic leadership today?
The qualities that matter today are the same qualitiesthatmakemarketingimpactful:
Curiosity - to truly understand people and perspectives
Empathy - to make space for lived experiences
Authenticity - to show up consistently in valuesanddecisions
Courage - to challenge norms and advocate forwhatisright
Inclusive leadership is not a style - it is a discipline: one that honors difference, builds trust, and invites participation. When leaders create belonging, people don’t just work - they contribute
Q: What message would you like to share with emerging women professionals aspiring toleadwithpurpose?
Yourstoryisyourgreateststrength-ownit.
In marketing, brands that lead are not the loudest - they are the ones that are the most original,intentional,andconsistent.The same is trueforcareers.
Stay curious Build relationships Learn to listen - truly listen Speak your truth even when it feels uncomfortable. And above all, don’t wait to be chosen - choose yourself, your voice, your purpose
Leadership is not about reaching the top - it is aboutliftingothersasyourise.
AbouttheAuthor:
Supriya Dixit is the Senior Vice President of Marketing at SG Analytics, where she leads the firm’s global brand, marketing, and go-to-market strategy.Attheforefrontofthecompany’sgrowth story, she is driving a bold repositioning of SG Analytics as a data and AI powerhouse while strengthening its global presence across key verticals,geographies,andenterprisesolutions.
A seasoned marketing leader and business strategist, Supriya brings over two decades of experience in building brands, unlocking demand, and aligning marketing with enterprise growth objectives Her career spans impactful roles in data-driven consulting, digital transformation, and strategicmarketingacrossglobalmarkets.
At SG Analytics, she has elevated the brand narrative, launched integrated marketing campaigns, and built customer-centric engagement strategies that influence Fortune 1000 decision-makers Known for combining creative visionwithexecutional excellence,she champions high-performing teams, talent development, and a culture of agility, innovation, and inclusive leadership.
WOMEN LEADER- INSPIRING CHANGE AND REDEFINING POSSIBILITIES
VIDYA
P R A B H U
Q: What guiding principles define your approach to building a culture of compliance andintegrity?
Forme,complianceismuchmorethanachecklist, it’s a reflection of our values and the trust we build within our organization. I’ve always believed that when every individual, regardless of their role, feels responsible for upholding our standards, we create a culture where integrity isn’t enforced – it’s embraced. As a strategic business enabler, I see my role as setting the tone and encouraging all stakeholders to view compliance as a shared objective. By proactively identifying risks and addressing them by design, we move from reactive enforcement to sustainable discipline. Ultimately, my goal is to foster an environment where compliance is second nature. When leaders cascade expectations, monitor adherence, and act decisively on non-compliance, we build a resilient organization – one that’s prepared for the future and trusted by all its stakeholders
Q: Could you share a key initiative or framework that has strengthened ethical governanceacrossyourorganization?
As the landscape of regulatory compliance continues to evolve, preparation is an ongoing process My aim is to establish a secure environment for stakeholders, supporting the organization's ability to adapt and operate effectively in changing conditionsThe sustainabilityofanycomplianceprogramdepends on ongoing innovation, integration into organizationalculture,broadaccesstocompliance
knowledge, and the development of agility to address future challenges I’ve worked to make complianceeasierandmoreeffectiveby:
Driving innovation and building a culture where compliance knowledge is accessible to all.
Launching the “Circle of Compliance” for regular updates and training, so everyone knowstheirrightsandresponsibilities.
Creating “Circle Point,” a central SharePoint portal for all compliance resources, making informationeasytofind
Introducing CoRA, an AI-powered agent, to give instant compliance advice anytime, anywhere
Proposing automated, real-time compliance training to save time and ensure consistency acrosstheorganization
Compliance is much more than a checklist, it’s a reflection of our values and the trust we build within our organization. We strive to create a culture where integrity isn’t enforced – it’s embraced.
Q: How do you ensure compliance practices are understood and embraced by employees atalllevels?
In two words, Persistence and Unity
Establishingasustainedpractice,particularlyin a complex and multifaceted area such as compliance, requires resilience, determination, andteamwork MyteamandIarecommittedto achieving success through collaboration, leveraging both internal and external resources to uphold the highest standards of compliance. We emphasize that compliance is a collective responsibility and clearly define the rights and obligations of each stakeholder within our culture of compliance value chain My team and I ensure that compliance becomes an integral part of daily operations for every TechMightyteammember.
Q: What role does leadership play in promoting accountability and transparency withinthebusiness?
Leadership sets the standard – All stakeholders contribute significantly to fostering a culture of compliance Among these, CXOs serve as primary advocates for Compliance and Risk Management programs. Our organization has established robust relationships with CXOs to ensure ongoing sponsorship, investment, and guidance in both current and future compliance initiatives. Adaptability and resilience – for me are the hallmark of a truly effective plan is its abilitytobeassessed,monitored,and
continuously improved. This also helps us stay transparent by leveraging tools to evaluate the success of various initiatives and focusing on continualimprovement.
Q: How do you see the compliance function evolving to address future risks and regulatory shifts?
The compliance function has evolved from a traditionally reactive stance to one that is increasingly proactive. Moving forward, there is a pronounced focus on adopting anticipatory strategies, with innovation and technology expected to significantly influence organizational compliance cultures Predictive tools that forecast regulatory changes and evaluate their potential impact can enable organizations to efficiently implement necessary adjustments. An organization's agility in adapting its operations to such changes may be a key determinant of long-term success In addition, fostering relationships within the industry provides opportunitiestocollectivelyaddressemergingrisks. We have consistently advocated for contributing to thecommunityandactivelyparticipatinginshaping the future. While supporting one's current organization remains important, maintaining relevance often necessitates engaging beyond internal initiatives. Creating platforms for open dialogue and sharing experiences promotes meaningful collaboration among industry stakeholders Building enduring connections facilitates a deeper understanding of upcoming developments in the field and extends value beyond conventionalframeworksandstrategies
AbouttheAuthor:
Vidya Prabhu is an accomplished HR leader with over 22 years of experience in IT, BPO, and Consulting She is recognized as an influential HR Compliance leader within the industry. Her career reflects a deep commitment to integrity and lifelong learning, guided by the ethos articulated in Nelson Mandela’s words:“Ineverlose,Ieitherwinorlearn.”
Vidya is distinguished for her ability to navigate complex HR regulations across regions including the Americas, Europe, LATAM, APAC, and MEA She has served as a trusted advisor to CXO’s and business leaders in critical areas of business continuity and sustainability Her people-oriented leadership style promotes psychological safety, supports open communication, and motivates employees tochallengeexistingconventions
During her tenure at prominent organizations–includingTechMahindra–Vidya has elevated compliance in HR from a routine administrative task to a strategic advisory function that contributes directly to business success Her professional legacy is defined by purposedriven leadership, empathy, and an unwavering dedication to achieving meaningfulorganizationalimpact
