Building the Midmanagement is Critical in a Scaling Organisation

Nirav Jagad, Chief People Officer of Sugar Cosmetics speaks about ensuring the right! opportunities for the right talent in a complex omnichannel organisation that is on a fast track to growth

- Shiv Joshi

From a handful of staff to an army of 4,000 people, SUGAR Cosmetics has come a long way. And helping the company achieve its ambitious goals through its people is Nirav Jagad the company's Chief People Officer.

Jagad is a perennial learner who has been a keen observer of human dynamics for the past 22 years in various professional portfolios he has held. He refers to himself as a compulsive learner with a child-like inquisitiveness.

He started his career as an entrepreneur straight out of campus after completing his Master's Degree in Business from Mumbaibased Prin. L. N. Welingkar Institute of Management Development & Research (WeSchool) to launch a startup, when it wasn't the buzzword. In the next decade, he built his professional career with organisations like Randstad India, Cerebrus Consultants, and IL&FS and Nykaa, where he was the CHRO during the company's steepest growth phase.

Out of the workforce the Mumbai-based beauty brand employs, 700 are full-time employees, 300 are contract workers at its warehouses and the rest are beauty advisors, most of whom are women.

The HR veteran believes that a company's prime responsibility is to raise the talent level of the industry and thereby the economy through skilling people for building sustainable career.

In an exclusive interview with IMAGES Retail, Jagad speaks about ensuring the right opportunities for the right talent in a complex omnichannel organisation that is on a fast track to growth. Edited excerpts...

How has SUGAR Cosmetics' approach to its people changed over the years as the organisation grew?