HR's Mega Makeover

With disruptions and transformations becoming a way of life in business, human resources has transitioned to a hardcore business role.

- AJITA SHASHIDHAR

RAJKAMAL VEMPATI, chief human resources officer (CHRO), Axis Bank, says this is perhaps the best time to be a human resources (HR) professional. Her eureka moment came when people practices became a strategic theme at the bank's board meetings a few years ago. "Four strategic themes are being discussed at board level today-people, risk, business and execution. There is an understanding that if you look at growth, profitability and sustainability, HR manages sustainability. Large, regulated organisations are focused on getting the right people to ensure long-term sustainability," says Vempati.

The role of an HR manager is no longer limited to hiring/onboarding or launching employee engagement initiatives. In a world where change and uncertainty are constant and disruptions frequent, getting the right talent and, more importantly, nurturing and retaining them has become vital. The HR manager is bombarded with questions such as how she is scaling up talent pool and working on change management.

"The most important factor that determines if a company can meet goals is its people strategy. Tackling the complex skill gap issue, driving innovation and leading from front are core tenets of HR today.

To stay ahead of the curve, organisations must listen and grab opportunities, for which they need a future-ready workforce," says Ruzbeh Irani, president (group human resources), Mahindra Group.

"My goal is to enhance talent density, which is the quality of people in the organisation. It is to do with the kind of product we are going to build, because tomorrow, if that product is not cutting-edge, we will feel it as an organisation," says Arun Kumar Singh, CHRO, Meesho.