SightsIn Plus, HR Magazine, December 2020

a www.sightsinplus.com f sightsinplus l company/sightsin t twitter.com/sightsin1 December 2020 VOL 04 I ISSUE 04 I R 150 Monthly HR Magazine HR Trends 2021 PrAbir Jha 14 Dave UlrIch Thiru A Thirunavukkarasu 12 Founder & CEO of Prabir Jha Rensis Likert professor, University of Michigan Ross 34 Global President – HR People Advisory School of Business and Co-founder The RBL Group Cadila Pharmaceuticals



Monthly HR Magazine www.sightsinplus.com f sightsinplus l company/sightsin t twitter.com/sightsin1 Contents Expert View 14 Regular Colommen Prabir Jha Editor’s Note 04 the Founder & CEO of Prabir Mail Box 05 Jha People Advisory Movements06 News08 Social Media 10 Twitter26 Insights 12 Interview Compensation & Benefits Trends- 2021/ Ruchira Bhardwaja 17 Dave Ulrich Key HR Priorities for 2021/ Nanjappa B.S20 Professor, Ross School of Business, University of Michigan, Partner, Top HR Challenges -2021/ 28 The RBL Group Alok Nigam  Interview 46 The Key to Successful Remote Working in 2021/ Ross Chippendale30 Anil Salvi Top Workplace Trends & Future of Work Managing Director & Group for 2021/ Sharad Verma 32 Head – HR, JM Financial Group Rendezvous With Thiru a Thirunavukkarasu34 SHRM India concludes Annual Conference and Exposition 202037 The dire need of Women in STEM – It’s Now or Never!/ Ramesh Kalanje 38 Insights Impact of Covid-19 on HR Practices and Future Workforce/ Dr. Anupriyo Mallic40 Shraddhanjali Rao 22 Top HR Tech Trends to Improving Employee Vice President & Head –HR Experience in 2021/ Kumar Mayank42 SAP India Work From Home 2021: Future Trends in Remote Work/ Udbhav Ganjoo  48 Editor - In - Chief | Romesh Kumar Srivastava Published at | D-169/6, Sector-50, Noida-201301 Printed at | Eco Media Design & Photo Head | Vineeta Verma IT & Digital Head | Amit Dutta www.sightsinplus.com C- 340, Sector-10, Noida, 201301 Sales & Circulation Head | Kavita Srivastava [email protected] [email protected] Mob | 9953894881 Mob | 9971404077 3 December 2020 www.sightsinplus.com

Editor’s Note Romesh Srivastava a www.sightsinplus.com Editor- In -Chief f sightsinplus l company/sightsin Greetings! t twitter.com/sightsin1 The impact of COVID-19 pandemic in 2020 has been largely 4 SightsIn Plus disruptive worldwide. It has forced companies to rethink how they invest in human capital and brought few revolutionary changes in the Talent Market through acceptance of Alternative Workforce/ Fast Tracking Digitalization and Employee Wellbeing. Now, it’s time to look at what previous trends will continue in 2021 and what will be the new HR challenges, priorities, and new fashion in the coming year. We had shortlisted a few renowned Industry Thought Leaders, Business Heads and CHROs for this edition’s Interview Column and Insights. We are proud to share, Father of Modern HR, Dave Ulrich, Professor, Ross School of Business, University of Michigan, Partner, The RBL Group, and Prabir Jha, Founder & CEO, Prabir Jha Advisory are part of SightsIn Plus. They share HR Trends for 2021. SightsIn Plus team had an opportunity to converse with renowned CHROs, Thiru A Thirunavukkarasu, Global President- HR, Cadila Pharmaceuticals, Anil Salvi, Managing Director & Group Head – HR, JM Financial Group. Both of the stalwarts are sharing their experience in 2020 and new trends that they foresee in the coming year. SightsIn Plus is being circulated amongst the top Indian & Global MNCs, big to medium-sized organizations, and increasing its circulation on the fastest mode. This issue would be reaching approximately 85000 readers/professionals. The edition also holds in wonderful insights on: “Work From Home Trends-2021”, by Udbhav Ganjoo, “HR Challenges in 2021” by Alok Nigam, “Top Workplace Trends & Future of Work for 2021” by Sharad Verma, “Top 07 HR Technology Trends for 2021” by Shraddhanjali Rao, “Top HR Tech Trends to Improving Employee Experience in 2021” Kumar Mayank, “Compensation & Benefits Trends- 2021” by Ruchira Bhardwaja, “Key HR Priorities for 2021” by Nanjappa B.S, etc and some interesting notes through social media are part of the SightsIn Plus, December 2020 edition. Like every time, we would be happy to hear your views and suggestions. We hereby cordially invite your feedback, insights, updates, case study-Individual Milestone. Do write to us [email protected] Happy Reading! Romesh Srivastava

November Issue 2020 RENDEZVOUS WITH Mails IN CONVERSATION SAURABH GOVIL of The WITH RITU ANAND Month That’s a true focus on reskilling It’s a very informative and upskilling employees to prepare them piece, well you know what Ritu Anand to work remotely is a challenge for new replication of office ambiance is a normal. WFH is going to stay, even though challenge and you are right that it could the pandemic will end soon. So preparing be handled easily. Inclusivity and the employees to work remotely will fairness is the way that would ensure become the top priority for HR functions that employee morale is boosted causing across industries. Moreover, a new way of a surge in overall productivity of the working will demand new competencies. company.  Glad to know that TCS has a Managing people remotely, keeping them well-defined and progressive Diversity and engaged and motivated and yet maintaining Inclusion policy that not only focuses on the flow of business is something HR gender diversity (men, women, non-binary functions will have to include in their forte gender), but, persons with disability and in the coming year as well and HR will have neurodiversity, sexual orientation, diversity a major priority in taking care of employee of the mind, and generational diversity. physical well being in terms of their safety as they return to work. @Atma Ram Shastri @Diksha Deo INTERACTION WITH KAUSTUBH ITC INFOTECH HR BUDGET 2021, SONALKAR ALL THINGS EMPLOYEE BENEFITS- SUCHISMITA BURMAN Amazing article, the way the HR community in India has dealt with the crisis has been remarkable. During A very good strategy and deep these tough times, HR is expected thoughtfulness in captivating the to ensure a work-environment well-being of employees. It certainly transition keeping the optimum recognizes the vulnerability of balance of employee safety vs current times. With the impending Physical/Virtual office space uncertainties and COVID-19 vs business continuance & protocol measures gradually efficiency. Re-establishing getting relaxed, HR will have organizational culture will a major role in taking care become a top priority for HR of employee physical well professionals as companies look being in terms of their to adopt more flexible working safety as they return to arrangements. There will likely work with, safe work be a major shift towards hybrid environment, and working models that capitalize total rewards policies. on the benefits of both remote and office working. @Nisha Rawat @Ravikant Singh 5 December 2020 www.sightsinplus.com

NUTANIX APPOINTS FORMER VMWARE EXECUTIVE RAJIV RAMASWAMI AS CEO Cloud software solutions provider Nutanix announced the appointment of Rajiv Ramaswami as its President and Chief Executive Officer effective December 9, 2020, and as a member of the Board of Directors, effective December 14, 2020. Ramaswami succeeds co-founder Dheeraj Pandey, who had previously announced his plans to retire as CEO of Nutanix upon the appointment of a successor. Ramaswami has held senior executive roles at VMware, Broadcom, Cisco, and Nortel, after having begun his career at IBM. In his most recent role as Chief Operating Officer, Products and Cloud Services at VMware, he co-managed VMware’s portfolio of products and services. ABB APPOINTS CAROLINA GRANAT AS CHIEF HUMAN RESOURCES OFFICER ABB announced that Carolina Granat is to succeed Sylvia Hill as Chief Human Resources Officer and member of the Executive Committee, effective January 1, 2021. Granat currently serves as ABB’s Global Head of People Development, prior to which she was globally responsible for Human Resources at Sandvik’s Machining Solutions business area. She also served as Human Resources Manager for the Nordic region at the Boston Consulting Group (BCG). “She will play a key role in the transformation of ABB and its HR activities, as well as creating a diverse and passionate global team,” said CEO Björn Rosengren. Granat holds a Master’s degree in Human Resources Management from Karlstad University, Karlstad. FEDERATION OF INDIAN CHAMBERS OF COMMERCE AND INDUSTRY ELECTS UDAY SHANKAR AS PRESIDENT The Federation of Indian Chambers of Commerce and Industry (FICCI) has announced Uday Shankar as president-elect, for the year 2020-21. He will succeed Sangita Reddy, joint managing director, Apollo Hospitals Group. Shankar is currently Chairman and CEO of Star India and President of 21st Century Fox Asia-Pacific (Only Asia). He has recently been appointed Chairman, Star and Disney India and President of the Walt Disney Company, Asia-Pacific, a role that he will take over after the takeover of 21CF by Disney takes place.  He holds an M. Phil in Economic History from the Jawaharlal Nehru University, Delhi. He is an avid reader and his knowledge domain transcends from literature to politics, economics and sports. CHRO OF APTECH SHOURYA CHAKRAVARTY HAS STEPPED DOWN CHRO of Aptech Shourya Chakravarty has stepped down and will be leaving the company on 31st January. Commenting on this move, Dr. Anil Pant, MD & CEO said that it will be a loss to the company, but he respects Shourya’s decision to pursue his career elsewhere. Dr. Pant also said that Shourya was instrumental in reorienting the people strategy of Aptech, resulting in a culture of trust and camaraderie. Under his stewardship, the organization achieved global recognition in people practices and also made an incredible journey from PCMM Level 3 to Level 5 in three years. Vishal Mehra, will be the next CHRO w.e.f. 1st February. HINA NAGARAJAN TO HEAD UNITED SPIRITS, PART OF DIAGEO United Spirits Ltd (USL), a part of global liquor giant Diageo, on Thursday appointed Hina Nagarajan as the company’s new CEO with effect from July 1, 2021. Nagarajan is currently the managing director of the Africa Regional Markets (ARM) at Diageo and will join USL as the CEO-Designate from April 1, the company said, adding she will take over formally from July 1 and will be a member of the Diageo Executive Committee. She will report to John Kennedy, the president of Diageo Europe and India. Nagarajan will be based in Bengaluru and will work closely with Kripalu to ensure a smooth transition, the company said. 6 SightsIn Plus

HERO MOTOCORP APPOINTS MICHAEL CLARKE AS COO, HR HEAD www.sightsinplus.com Two-wheeler maker Hero MotoCorp has appointed global mobility expert Michael Clarke to the newly created position of Chief Operating Officer, with the additional role of Chief Human Resources Officer. Clarke will join the company with effect from January 1, 2021 and report to Pawan Munjal, Chairman and CEO of Hero MotoCorp, the country’s largest two-wheeler maker said in a statement. “Mike brings considerable global experience and expertise in managing complex operations, international restructuring, organisational and cultural change,” Munjal said. His experience will be highly beneficial as the company looks to further consolidate its market leadership across continents, he added. Clarke’s appointment comes close on the heels of recent strengthening of the leadership team at Hero MotoCorp. CARLSBERG GROUP ELEVATES JORIS HUIJSMANS AS CHRO Joris Huijsmans will start his new role as Chief Human Resources Officer effective, 1 January 2021. As Senior Vice President, Chief Human Resources Officer, Joris will be the HR business partner to the ExCom as well as leading the Global HR Leadership Team. Joris joined Carlsberg in 2016 as VP Group Strategy, involved in a broad range of strategic projects. In 2018, he was appointed VP Urban Development and New Business, tasked with reassessing the Urban Development project and was subsequently appointed MD of Carlsberg Export & License in 2019. Joris is Dutch; he has a Master’s in Civil Law from Leiden University in The Netherlands.  KRITIKA SAXENA JOINED TCS AS HEAD CORPORATE COMMUNICATIONS AND PUBLIC POLICY INDIA Former CNBC India bureau chief Mumbai and South India, Kritika Saxena has joined TCS India as the head of corporate communications and public affairs. She is be based out of the corporate office in Mumbai and report to Rajashree R, Chief Marketing Officer, TCS. Kritika Saxena is a journalist with over 16 years of experience in Corporate conglomerates, technology, telecommunications, mergers & acquisitions, metals reporting with allied interests in investment banking, private equity, telecom, metals, education & human resources. She is a Jamnabhai Narsee alumni and holds a bachelor’s degree in mass communication, journalism. MAHINDRA GROUP APPOINTS AMIT SINHA AS PRESIDENT FOR GROUP STRATEGY Mahindra Group announced the appointment of Amit Sinha as President- Group Strategy. Sinha will report to Anish Shah, Deputy Managing Director and Group CFO, Mahindra and will be a part of the Group Corporate Office Leadership Team. Commenting on the appointment, Shah said, “Amit”s wealth of experience in India and globally will help us bring about the desired transformation and success to the Group.” Sinha was earlier Senior Partner and Director with Bain & Company, where he worked for over 18 years. He started his career with Tata Motors and worked with IGate Patni (now Capgemini) in technology leadership roles in India, Singapore and the US, the statement said.  PIRAMAL ENTERPRISES APPOINTED ANJALI BANSAL AS INDEPENDENT DIRECTOR Piramal Enterprises Ltd (PEL) announced the appointment of Anjali Bansal, founder and Chairperson of Avaana Group, as Independent Director to its Board, effective November 19, 2020. “Along with the recent two appointments of Independent Directors – Kunal Bahl, CEO & Co-Founder, Snapdeal, and Suhail Nathani, Managing Partner, Economic Law Practice, Anjali Bansal’s appointment to the PEL Board is aligned to the company’s succession planning of the Independent Directors on its Board,” the company said. Anjali is former Non- Executive Chairperson of Dena Bank; she was earlier a Global Partner and Managing Director with TPG Growth Capital. Prior to TPG, she was Global Partner and India CEO with Spencer Stuart and co-led their Asia Boards practice. 7 December 2020

News December 2020 SAMSUNG TO INVEST RS 4,825 CRORE IN NOIDA TO SET UP MOBILE AND IT DISPLAY PRODUCTION UNIT Samsung will invest Rs third in the world to have such a unit. meeting of the state Cabinet headed 4,825 crore in Uttar Meanwhile, the Yogi Adityanath- by CM Yogi yesterday. Pradesh to move its mobile led UP government has decided to As per the “UP Electronics and IT display production provide special incentives to Samsung Manufacturing Policy 2017”, unit to India from China, asserted a Display Noida Pvt Ltd for setting up a Samsung will get an exemption from state government spokesperson. “The manufacturing unit of mobile and IT stamp duty on the transfer of land. unit intends to invest Rs 4,825 crore. display products in Noida. A decision The state government will have to It could be made possible by the to give incentives was taken in a make a financial provision of Rs 250 sustained efforts of the UP crore for this project for five years, the government to create an eco-system in official added. Besides, the company NCR in sync with the intent of the will also receive a financial incentive Centre to make an export hub in view to the tune of Rs 460 crore under of the ever-increasing demand of the Centre’s Scheme for Promotion mobile and other gadgets in the of Manufacturing Electronic country and abroad,” the official said. Components and Semiconductors Notably, this is the first high- (SPECS). The project will provide technique project of South Korea’s Uttar Pradesh with a global identity multi-national major which is being of an export hub and will help the set up in India after relocating from state receiving more foreign direct China and the country will become investment (FDI). Capgemini to hire 24,000 employees by 2020 HCL TECHNOLOGIES TO HIRE end, aiming for similar numbers in 2021 3000 PEOPLE IN VIETNAM French IT services continue to increase. If the business Information Technology services major, Capgemini whose plans and expansion happen as major HCL Technologies Ltd. on more than half of the we’re expecting then to happen, Thursday said it has set up its first workforce is located in then hiring is not going to slow delivery centre in Vietnam at Hanoi, India, has onboarded over 45,000 down,” The company has no plans and plans to hire more than 3,000 people over employees globally this year. In of slowing down. Even as attrition the next three years. HCL’s local entity, HCL India, the company has hired levels drop, Capgemini India Vietnam Company Ltd. aims to foster growth 24,000 employees till now in 2020 CHRO said. “While it’s good not to and train the nation’s talent pool in collaboration and aiming for similar numbers for have high attrition, at the same with local ICT and engineering institutions, a 2021. Earlier, in the month of time, if there is a need for a certain statement said. “From its first delivery centre in March, Ashwin Yardi, CEO of demand that we need to fill, we’re Vietnam’s capital city Capgemini said, “India forms a hiring for those posts,” said Tyagi. Hanoi, HCL will very important part of our business The big shift that Capgemini, deliver advanced and we will hire 25,000-30,000 and its peer companies, have technology solutions people here this year on a gross seen is taking whatever training to its global client basis.” Recently in an Interview and skilling is required online. base across several with Business Insiders, Capgemini To address that requirement, industries and CHRO Pallavi Tyagi said, “I it introduced the AI-driven verticals, including believe that lateral hiring will ‘Next’ platform for personalized banking and financial microlearning. The company pegs services, healthcare, infrastructure, engineering the digital learning platform as and cybersecurity,” it added. HCL Technologies a one-stop-shop for employees began its business operations in Vietnam in July to keep up with whatever they this year and aims to hire more than 3,000 local may need. The uptake in terms university graduates and experienced of learning output has increased,” professionals over the next three years, the added Tyagi. company said. 8 SightsIn Plus

News December 2020 CABINET APPROVES ATMANIRBHAR BHARAT ROJGAR YOJANA WITH CHANGES IN EPF The Union Cabinet, 12% employees’ contribution prior to 1stOctober 2020 will be chaired by the Prime and 12% employers’ eligible for the benefit, Minister, Shri contribution i.e. 24% of 5. Any EPF member possessing Narendra Modi, wages towards EPF in Universal Account Number has given its approval for respect of new employees (UAN) drawing monthly wage of Atmanirbhar Bharat Rojgar in establishments less than Rs. 15000/- who made Yojana (ABRY) to boost employing upto 1000 exit from employment during employment in the formal employees for two years, Covid pandemic from 01.03.2020 sector and incentivize creation of to 30.09.2020 and did not join new employment opportunities 3. Government of India employment in any EPF covered during the Covid recovery phase under will pay only employees’ share establishment up to 30.09.2020 Atmanirbhar Bharat Package 3.0. of EPF contribution i.e. 12% of will also be eligible to avail benefit, Cabinet has approved an expenditure of wages in respect of new employees 6. EPFO will credit the contribution Rs. 1,584 crore for the current financial in establishments employing more in Aadhaar seeded account of yearand Rs.22,810 crore for the entire than 1000 employee for two members in electronic manner, Scheme period i.e. 2020-2023. The years. 7. EPFO shall develop a software salient features of the Scheme are as 4. An employee drawing monthly for the scheme and also develop under- wage of less than Rs. 15000/- a procedure which is transparent 1. Government of India will provide who was not working in any and accountable at their end. subsidy for two years in respect of establishment registered with 8. EPFO shall work out modality to new employees engaged on or after the Employees’ Provident Fund ensure that there is no overlapping 1st October, 2020 and upto 30th Organisation (EPFO) before 1st of benefits provided under June, 2021 October, 2020 and did not have ABRY with any other scheme 2. Government of India will pay both a Universal Account Number or implemented by EPFO. EPF Member account number TATA MOTORS OFFERS THIRD VRS UBS OPENS NEW OFFICE IN HYDERABAD SCHEME IN FOUR YEARS TO RECRUIT 1500 EMPLOYEES Tata Motors has offered a voluntary retirement Financial services major UBS has opened its fifth scheme (VRS) to its 42,597 employees as part of office in the country, in Hyderabad. A modern and a cost restructuring exercise. As per media agile workspace located at Aquila by Phoenix in reports, around half of the total employees are Gachibowli, in its initial phase, the new facility will eligible for the VRS scheme. This year, Tata Motors’ VRS provide UBS businesses with additional capabilities in finance, scheme is expected to reduce expenses with regard to fixed operations, and research. UBS currently operates from offices in cost structures for the company. As reported by Economic Pune (Yerwada and Kharadi), Navi Mumbai (Airoli), and in the Time: The eligibility criteria for this year’s VRS Scheme, Bandra Kurla Complex in Mumbai. employees who have been with the company for five years “UBS is in India for the long-term and has grown rapidly in the last or more can apply. The compensation under the VRS five years with headcount increasing by 130% between 2018 and scheme will depend upon an employee’s age and the 2020. At the end of this year we will have almost 6,800 employees number of years in the country,” said with the Harald Egger, Group company. The Head Corporate Ser- eligible vices and Chairman employees and of UBS India. workers can UBS plans to employ apply from Dec 1,500-1,600 people 11 to January 9, in Hyderabad. In 2021. Before the last nine months this, the VRS scheme was offered to employees of different close to 1,000 talents departments, across its businesses of passenger and have been strategi- commercial vehicles to over 1,600 employees in November cally insourced or hired from the local talent pool in Hyderabad 2019. Tata Motors has been trying to reduce its employee to be part of the finance and operations teams that will be based cost over the last few years and in 2017 had launched a in the new office. They complement the finance and operations similar offer, but most of the permanent employees stayed teams in Pune and Mumbai that already support several run-the- away from the severance package. bank processes for the entire UBS Group. 9 December 2020 www.sightsinplus.com

Social Media December 2020 WHAT IS CULTURAL ANTHROPOLOGY By @Jasmine Gordon web of beliefs and practices that are, much deeper understanding of your unfortunately, sometimes taken for subjects. According to ADP’s granted. But according to Bird, if you This same principle applies well to Business Anthropologist, work to find patterns and translate the HR field. Watching people work Martha Bird, cultural differences around a culture’s approach can provide a significant reality anthropology is the to social systems and daily habits, check in terms of whether HR’s comparative study of human societies you can affect big change across your understanding of the organization and and cultures. A cultural anthropologist’s organization. your employee’s understanding of the work involves unraveling cultural codes Viewing workplace culture within organization are the same thing. Bird and understanding what’s valued the context of anthropology requires says that “you can do this by spending within a given culture. HR leaders to ask questions, reflect time ‘on the ground’ actively listening HR and anthropology intersect around and strive for objectivity. Looking for to and observing the daily interactions people and workplace culture. Whether patterns and working to understand of groups of employees. Don’t just or not you realize it, you’ve already why your leadership has certain values assume that because there is an ‘official’ spent years working to understand can reveal inconsistencies. For example, policy in place there aren’t local individual beliefs that are taken for your employee data may not align with variations, elisions, or workarounds at granted. For instance, Japan has a long your CEO’s stated objectives, revealing play.” Remember that employees are tradition of embracing robotics and opportunities to fine-tune or pivot your people, just like you, so empathize from the promise these technologies hold. strategy in a way that captures more a place of shared humanity. But in the West, robotics can incite a diverse employee needs. mixed reaction with terror inspired by Reflexivity Frankenstein’s monster and the helpful Observation C-3PO from Star Wars. Removing barriers to diversity from In a global workplace, HR is tasked To understand whether your HR practices can be served with with working to understand their organization actually supports your reflexivity — the act of self-reflection to talent’s unique stories — or the stated mission and goals, you’ve got understand how your background and cultures that shape individual attitudes to look beyond policy to see how values shape outcomes. Bird explains toward automation, hierarchy or your talent and teams actually work. that every HR leader’s behavior is flexible team structures. Unraveling Participant observation is a method the product of a complex web of these cultural codes fosters empathy of fieldwork research used by cultural social values, traditions and beliefs. and helps HR shape an appropriate anthropologists — data collection by Reflexivity can reveal why some response to employees’ diverse building familiarity with people in their barriers to diversity may persist in your needs. An anthropological approach natural environments. Active listening hiring processes or culture. to collaboration, observation and and constant observation provide a Reflexivity, and a reflexive culture, puts reflexivity could improve your ability pressure on the system to produce far to build a culture that’s inclusive of more robust results. Removing bias every individual’s unique stories, Bird from hiring can help ensure you’re says. able to capture a wide range of ideas HR leaders can use the tenets of within teams. Diversity is critical as cultural anthropology to improve the it encourages creativity, fosters new lives of their workforce and enhance approaches to problem solving and their respective organizations. helps organizations produce goods or services that are representative of Collaboration consumers’ true needs. Learning about human beliefs, Bird notes that “as an HR leader, inherited attitudes and everyday you should reflect deeply on your routines can be just as useful to company’s stated mission and HR leaders as they are to cultural whether or not the culture you are anthropologists. By focusing on the trying to build — technical, physical, connections between the individual, and interpersonal — supports these team, group and firm, you can both stated goals.” Culture is a dynamic enhance empathy and provide the framework for more profitable 10 SightsIn Plus decision-making.

News December 2020 UPSKILLING – A WIN-WIN SITUATION By @Dilipkumar Khandelwal Academy enables hands-on training just started a Cary Google Cloud for developers by their local SME Learning Sprint, which is open to all Only learning organisations colleagues. It offers resources even employees, providing a structured have what it takes to survive for graduates through ‘DB Academy path to get the know-how on using in the long run. The Bootcamp’. The Bootcamp provides Cloud with hands-on exercises. The knowledge gained through courses for graduates who are starting curriculum provides benefit of support an academic degree needs to be their careers. The courses traverse from the Tech Academy faculty plus supplemented by relevant industry various fields; employees can learn other channels of guidance. This course knowledge and skills over the course of technical skills like Java, or even also helps the developers receive their our careers; hence, corporations are enhance their understanding of Google Associate Cloud Engineer increasingly investing in upskilling business and master process-related certification. their employees. Upskilling, in today’s topics like SDLC and Agile. We have Another crucial aspect of such corporate world, means enhancing internal training programmes and competencies which help companies what they enable, especially in the adapt to the dynamic business current times when employees are environment, exercise agility and working remotely for most of 2020, is maximise productivity. From an driving collaboration. The employees employer’s perspective, upskilling get a chance to come together as a enables employees to align with their community and build sustainable career aspirations and enhance their relationships which are based on know-how. learning together. At Deutsche Bank, our initiatives try Learning acts as an accelerant to to ensure that our talent is always unleash innovations that can make you learning, unlearning and relearning stand out in the market. It would be fair based on how the industry keeps to say that upskilling and reskilling will evolving. An excellent example of eventually be ingrained in the DNA this is the Cary Tech Academy within of all future companies and they will our Cary, US Tech centre. The Tech act as essential tools in the company’s arsenal, to make a #PositiveImpact in this changing environment. MY VISION FOR HR 2021 By @Dr. TV Rao 1) Flat structures, 2) HR Owned by all: CEOs, CXOs and all employees to see HR as their job and not look for HR staff or department 3) CHROs to focus on all stake holders than being merely a employer champion. Employees, Employers, Customers, Society, Investors. 4) All systems and their components that create unhappiness like promotions, forced distributions in Appraisals to be reviewed and dismantled and systems redesigned 5) HR departments to become spiritual and focus on all round development- safety, health, passion, engagement 6) OCTAPACE culture to define organizations, their structures, and become brands by which firms are known 7) Humans are treated as possibilities irrespective of status, title, position, location, origin, religion, gender, caste, community, language etc variables that differentiate. 8) HR becomes a integrating function not divisive. 11 December 2020 www.sightsinplus.com

Expert View Prabir Jha HR 2021: Think Differently Before You Can Do Differently The biggest challenge remains leadership. Whether it is to drive fresh disruptive thinking or to lead in disrupted times cultures of leadership need to be sharpened. Unfortunately little has been done. The focus must move from episodic interventions on individuals to designing cultures and practices of collective leadership. 2020 was a watershed year. Prabir Jha My first push for HR is to make the The world was surely HR agenda a co-owned one with the brought to its knees by a Prabir Jha is line leaders, and not just one of the HR pandemic that was as black the Founder & CEO of Prabir functions. Howsoever obvious it may swan an event as one could have seem, not every company can cross imagined. Much of the HR focus Jha People Advisory its heart and admit their HR agenda shifted to business continuity plans, is strategic and equally owned by right-sizing the organizations, enabling everyone. A lot of what HR does is the and connecting with employees in a line manager’s job. HR must coach and near virtual world. And as the world develop them to deliver their ask, not started coming to terms with the new do it for them. I hope more CHROs can reality, business models with its tweaks get their teams to shift from doing to and variants have started looking again enabling it to be done.  for hands and minds, some sectoral variances notwithstanding.  Focus Better on People Enterprise Risks: So how does one see the HR agenda in 2021? I don’t believe that the strategic As 2020 illustrated, enterprises are agenda for HR would not be any not as risk-adjusted as they would like different.  to believe. When it comes to seeing firms and their risks from a people Stay Strategic, Build perspective it gets even worse. Get Collective Ownership: that agenda beyond the last one on the meeting. And start it from the In fact, my hope will remain that HR Board. I think 2021 should ensure moves its energy and time from the that the effort is sincere on these and unending chores and tasks that it not ritualistic. Culture, structure, gets pushed into. And often enjoys leadership, and talent are all live wallowing into. strategic worries, before Covid or 12 SightsIn Plus

after. HR must get the focus on these but these moves have not touched 2021 is a year of conscious duality on as potential risks beyond mere legal many HR teams yet. There must be these parameters.  compliances. It must be an agenda more impetus to these next year. And shaper not merely an order-taker. while the quality of decision making Talent - Efficiency, Economics, improves, the organizational capacity Experience and Efficacy - Will Move Away from Focussing strengthened a lot of drudgery and long Stay the Centrepiece: on Leaders to Leadership: hours must go. The experience and connection of multiple stakeholders The coming year will continue to worry The biggest challenge remains must improve beyond marketing about talent. There will continue to leadership. Whether it is to drive campaigns. There is still too much questions of the 4 Es as I see it. As fresh disruptive thinking or to lead in disengagement that associates have the business models, snd customer disrupted times cultures of leadership with their work, their managers ask to get disrupted so also the talent need to be sharpened. Unfortunately and their workplaces. This destroys supply chain. What really will be the little has been done. The focus must creativity and human potential. I hope definition of talent? I think the search move from episodic interventions on for niche skills will intensify as will the individuals to designing cultures and Culture, structure, need for people who connect the dots. practices of collective leadership. The leadership, and talent Organizations could be simplified to effort at improving leadership must are all live strategic unleash the power of talent. The way be a pincer, top down, and bottom worries, before Covid to engage the new differentiated talent up. It must be seamless and not about or after. HR must get will be more individualized and finally, celebrating individuals alone. It must be the focus on these the entire talent acquisition platforms build to leadership beyond individuals. as potential risks will see disruptive opportunities. The Only then is the organizational capacity beyond mere legal war for talent is still on except the going to be adequately plural and compliances. It definition of talent will get sharper derisked.   must be an agenda in the larger sea of qualifications and shaper not experience.  Technology Must Pervade, merely an order- Human Connect Must taker. 2021 thus will bring with its Remain: possibilities and opportunities as it will its share of threats and risks.  Some Contradictory as it may seem, in 2021 firms will creatively meet their tryst man and machine must coexist. Saw even as others will get corroded. The some excellent progress thus far in invitation is to all and we shall see a Augmented Intelligence and AR/VR. year later who finally made it to the The world of data Analytics has moved party. 13 December 2020 www.sightsinplus.com

Interview Dave Ulrich In Conversation with Dave Ulrich Professor, Ross School of Business, University of Michigan Partner The RBL Group E xclusive on HR 2021: Discovering Opportunities Out of Adversity 14 SightsIn Plus

By- Romesh Srivastava Dave is a distinguished fellow in the national academy of human resources, author, speaker, management coach, and consultant. He is the Rensis Likert professor of business at the Ross School of Business, University of Michigan and co-founder of The RBL Group. Dave has published over 200 articles and book chapters and over 30 books on organization, talent, leadership, and HR. He edited Human Resource. Management 1990-1999, served on editorial board of 4 Journals, on the Board of Directors for Herman Miller, and Board of Trustees at Southern Virginia University, and is a Fellow in the National Academy of Human Resources. He is sharing with us his perspectives on how HR adds value to the business... Dave Ulrich has been ranked the #1 Management Educator & Guru by Business Week selected by Fast Company as one of the 10 most innovative and creative leaders is one of 21 people in the Thinker's Fifty Hall of Fame, and named the most influential thinker in HR of the decade by HR magazine Q. How has been your and external (customer, investor, represented a physical space and experience in 2020 as an HR and community) stakeholders. place boundary. In the future, Thought Leader, and how do you But, future value will come from work boundaries are more likely look forward to the coming year? inventive thinking about principles, to be defined by values than place. contributions, and actions. Employees (anywhere, anytime) A. The year 2020 has been an who create value for customers are unprecedented year of global Three Principles in Progress: With “at work”. pandemic, manifest social injustice, the unprecedented 2020 crises, it is political strife, economic turbulence, problematic to propose a definitive new 3) Harnessing uncertainty. While and emotional malaise (whew!). normal or to speculate with precision people and organizations want Countless people have suffered and, what new practices will emerge from certainty (high predictability, low with others, I mourn with those that this virus. Instead, let me suggest three risk), these crises remind us that we mourn and attempt to comfort those general principles in progress that need to learn to not just tolerate, but that need comfort. These challenging likely to occur in 2021. harness uncertainty. From many times have increased HR’s role disciplines (military, neurology, and responsibility for people and 1) Increasing personalization. investment, health, and even organization success. Personalization refers to leaders religion), we can discern 5 practices treating individuals differently for harnessing uncertainty: tame Now, it is time to peek into 2021 and based on their personal apprehensions, envision the future, anticipate what might happen next circumstances (lifestyle, age, regulate expectations, experiment and emerge from these adversities. style, demographics) In addition nimbly, collaborate frequently. personalization highlights more Q. How do you look the HR focus on emotional and empathic These principles in progress become Trends in 2021? responses to individual needs. assumptions about how to think about the future of work in 2021. A. In some ways the future is 2) Redefining boundaries of the same as the past in that work from place to values. Three Contributions: Based on these HR should continue to help create, Traditionally, people go “to work”, principles, HR professionals need to be deliver, and capture value for are “at work”, and return “from clear about their unique contributions internal (employee and organization) work.” With this mindset, work to value captured for all stakeholders 15 December 2020 www.sightsinplus.com

Interview Dave Ulrich Overview of HR 2021 trends from insights with impact about talent, skills that create value for customers creating social citizenship, and organization, and leadership. In formal and investors. offering anticipatory solutions. We and informal business dialogues, HR are currently testing the relative can explore emerging trends in for each As HR professionals discover insights impact of these HR competencies on of these contributions of HR work. in these three contributions, HR is not key outcomes. about HR, but about ensuring talent, 1) Deliver improved individual organization, and leadership initiatives 3) Offer an Organization Guidance talent. Employees will continue that help organizations succeed in their System. Given the evolution to be the key ingredients of any marketplace. of information (analytics) and organization. There will likely technology (digital), it is now be an increased focus on soft Three HR Actions: Based on time to provide an Organization skills (e.g., goal setting, engaging the principles in progress and Guidance System (OGS) to move people, respecting differences) contributions, HR will need to be talent, leadership, capability, and even more attention to the delivered in innovative ways. and HR initiatives from being employee experience through descriptive to prescriptive. In meaning (believe), learning and 1) Design the right HR department. 2021, business and HR leaders will growth (become), and relationships Too often transforming an HR be able to make data based portfolio (belong). department is only about the decisions about how to deliver design and organization of the results with rigorous guidance (see 2) Reinvent organization capability. HR department. We have found www.rbl.ai) HR and business leaders will be that there are two dimensions of charged to build organization an effective HR department: [1] 9 Q. Any concluding remarks? capabilities of information characteristics of an effective HR A. To emerge from the 2020 crises, asymmetry, customer anticipation, department and [2] 4 stages of an HR agility, and the right culture. In department evolution. Rather than HR can help organizations and our research, these organization just redesign the HR department, individuals succeed by recognizing capabilities have 3 to 4 times the this logic of 4 levels of maturity and three principles of personalization, impact on business results that 9 dimensions of HR offers a roadmap value based boundaries, and harnessing individual competencies (or talent). for HR transformation. uncertainty; delivering contributions in talent, leadership, and organization; 3) Create better leadership. 2) Build the right HR competencies. and creating better HR departments Individual leaders matter in any We have studied HR competencies and professionals through an age, but distributed and collective and their impact on personal and Organization Guidance System. By so leadership matters more now than business results for over thirty years. doing, 2021 may offer a very exciting ever. Leaders will likely exist We anticipate that 2021 will require opportunity for HR to create, deliver, throughout an organization at all HR professionals to have emerging and capture value for all stakeholders. levels who not only have the right skills in separating signal from noise, basic leadership skills, but also the creating information asymmetries, Thank you, Dave! 16 SightsIn Plus

Insights Ruchira Bhardwaja Ruchira Bhardwaja Compensation & Chief Human Resource Officer Benefits Trends- 2021 Future Generali India Life Insurance More organizations will take time out to reflect on their policies and practices of Equal Pay. Ruchira Bhardwaja is the Chief “Equal Play, Equal Pay” will gain momentum Human Resource Officer of Future with people negotiating hard. The HR teams Generali India Life Insurance. She is and the hiring managers would need an extra a seasoned HR Professional having tutorials to keep reviewing the data and demonstrate pay equity on factors such as cross-functional expertise with role, position, experience, education, tenure. over 25 years of experience across multiple industries and functions. The economic effects of increase budget for the companies COVID-19 have forced surveyed. 7 out of 10 are uncertain if 17 December 2020 companies to re-evaluate and the salary freeze will continue. be cautious of the However, in the same breath, as high as compensation structure, and salary 85% say that the salary “reductions increment budget for 2021. According implemented are temporary for all or to a recent publication by Mercer, 6 most employees”.  out of 10 organization in APAC are uncertain how the COVID-19 induced Traditionally, layoffs have been pandemic will impact the 2021 salary preferred over pay-cuts as companies www.sightsinplus.com

Insights Ruchira Bhardwaja would focus on retaining the key DrTFivraeicnntgodrsCs-&B Also, with an increased people and focus on the achievement focus on cost, we would see of higher productivity. However, in the Cost ReTtaelnetniton more structured reviews and Covid era employers have preferred tracking of benefits utilization furlough over permanent lay-offs, thus Compensation in order to customize allowing cost optimization without Structure the benefits plan, better “shedding employees”. communication, and ensuring In the post-pandemic scenario, per employee in 2021. Health ROI. emerging trends around compensation benefits will be hygiene as well and benefits may be bucketed into as a differentiator for employers   three distinct categories – (a) Cost, (b) and is fast developing as a tool l   Tailored Compensation Talent Retention, and (c) Compensation for retention. In order to keep Structure, with cost considerations a balance between cost and Structure for New Ways of underlining almost every decision employees’ health, Companies in Working- In the hybrid work about compensation in 2021. 2021 will have to re-look at: environment, there is no space for one-size-fits-all. While A. EMERGING • Leave policies capping ‘carry companies such as Facebook forward’, limited encashment are contemplating localized COMPENSATION pool, introduction of compensation commensurate mandatory leave days and with a lower cost of living for TRENDS TO RETAIN encouraging employees to remote employees, in a round- consume their annual leave table discussion, facilitated by TALENT AON India, Rewards Leads • Provision and policies for agreed that the jury is still out on l Differentiate for Talent and mental health and well-being, this.  Compensation structure will Critical Skills: Employers may digital care by way of EAP, be redefined on the aspects of the want to consider skill-based pay telemedicine, and making it 4 Ws. that focuses on rewarding critical integral to its compensation skill levels. 2021 will see higher and benefits structure WHEN: Flexible scheduling and compensation for higher risk compressed weeks (Levers New roles. Differential compensation • Inclusion of vaccinations Zealand is the latest to announce a structure will play a significant role and complimentary leave 4-day week) in the talent management strategies and packages for COVID-19 of the companies. One would want impacted employees and WHAT: What gets automated to hold on to the critical talent dependents. (increasing trend in automating force which will be instrumental transactional processes) for managing the uncertain times • Building provision for family – such as introduction of newer and childcare benefits, WHO: Increased consideration for lines of products/services for the including help for employees engaging with gig workers, project- emerging consumer needs and in financial crises based work optimizing cost lines. • Tech based healthcare WHERE: place of work Companies will increasingly support by way of artificial- We would see introduction of more differentiate for performance intelligence-based symptoms, & skill and limit the eligibility. healthcare apps, and virtual monthly allowances towards WFH According to a McKinsey report, care expenses. “a small subset of roles (less than 50) is disproportionately important • In the next few years, B. EMERGING TRENDS to delivering a business-value companies will start focusing agenda.” As more organizations on benefits for in-home ON COMPENSATION start focusing on upskilling childcare their talent on such skills, they STRUCTURE would also need to differentially compensate them. l Leaning Towards a Heavier Variable Pay Structure and Pay l    Substantial focus on Health and for Performance: To mitigate Well-Being Benefits: A Mercer the unpredictability of revenues survey predicts that employee earned, and to link pay with healthcare costs will rise by 4.4.% performance and organization’s success, more companies would 18 SightsIn Plus shift to a heavier variable pay model instead of “across-the- board salary increases”. It would help companies in managing the

long-term fixed costs. However, ecosystems all at the same time i.e.,   With the customer becoming more companies would need to also a consistent longer-term focus with conscious, it opens up a value watch out for tilting too heavily 2 or 3 mission-critical measures. proposition for companies to build on short-term gains leading to a model which incentivizes the unwarranted retention issues. l Equal Pay will Gain Credence: employees to think and innovate in   More organizations will take time the direction of more responsible While the annual process of out to reflect on their policies and products, sustainable sourcing, “set it and forget it” goal-setting practices of Equal Pay. “Equal Play, eliminating toxins, reducing fuel was already in a declining phase Equal Pay” will gain momentum consumption. Rem-Coms are with companies choosing more with people negotiating hard. increasingly adding sustainability frequent performance reviews, The HR teams and the hiring measures to compliance and the compensation philosophy will managers would need an extra risk parameters for long-terms also shift. Invariably, companies tutorials to keep reviewing the incentives. Organizations can pick will need to also create larger data and demonstrate pay equity their goals from the UN’s list of 17 compensation distinctions for on factors such as role, position, Sustainable Development Goals outstanding performers. An experience, education, tenure. with 169 targets for 2030. equal impetus needs to be given A survey by WorldatWork to distinguish the mid-range anticipates approximately 65% of Concluding Remarks performers and ensure multiple organizations making pay equity compensation modules to keep adjustments in 2021.Companies In a nutshell, it is a wait-and-watch them engaged and motivated. will spend time on defining the situation. CFO and CHRO would have roadmap to support the key a tough time taking a win-win decision l Impact on Fixed Pay Structure: initiatives on Gender Balance for the company and for the long-term Overall industry performance and Pay Equity. Most companies retention strategy. It reminds me of will play a pivotal role in fixed will have a 3-5 year horizon to Game theory – one company deciding pay increases. While companies reach 0% ambition with yearly what to do in the competitive scene will hope for a “turn towards intermediate targets. will tilt the game and may impact the normalcy”, the fixed pay may others adversely. see one of the lowest percentage l Compensation to Drive Business increases in 2021. There may be Sustainability: More companies There is still significant uncertainty a reduction in the 2021 salary than ever are incentivizing about revenues.  While most experts are budget in companies that have executives to have environmental, predicting salary increases in India, there been majorly impacted due to the social, and governance (ESG) goals. might be sharp curtailments in 2021 too pandemic. We might experience This truly is the final link wherein and companies will be restrained while a delayed implementation as has such improvements are being setting salary increase budgets. been the case in 2020 too. linked to pay. It leads to game- changers such as Apple to focus Compensation is a highly valuable l A Longer Long Term Incentive on ESG with every new product tool, especially during such disruptive Structure and Executive launch. times. Boards and management Compensation: Conventional LTI will strive to be agile and structure models reward for performance CFO and CHRO would compensation components according over at-least a 3-year horizon. The have a tough time taking to the pace and magnitude of the pandemic may have disrupted that a win-win decision for impact. The CHROs and Reward thinking and companies would the company and for Leads will go back to the drawing be pulling out all the thinking the long-term retention board to outline the pay philosophy hats to have an LTI strategy for a strategy. It reminds me based on the intended outcome/ longer period as they rethink how of Game theory – one benefit whether they would want to to reshape their business models company deciding focus on a now-and-here or longer- for longer-term sustainability. A what to do in the term sustainable proposition. deeper communication is required competitive scene to shift the executive’s mindset and will tilt the game In a short span of 9 months, strategic build flexibility so that the longer- and may impact the stability has taken precedence over term gains are more lucrative than others adversely. strategic agility, rather, Boards and the immediate gains. Companies management would be rethinking will pivot to have a strong balance hard over creating the right trade- between long-term transformation, off between the two, and with the short-term strategic agility, introduction of the new Wage Code, and strengthening stakeholder compensation decision will be at the core of the strategy! 19 December 2020 www.sightsinplus.com

Insights Nanjappa B.S Key HR Priorities for 2021 Digital Experience is built on 3 key pillars– it has to be fluid; intuitive & it has to have a soul that speaks the language of the culture. An equitable fusion of all these elements will act as a catapult in helping organizations soar higher. Nanjappa B.S “It is not the strongest of the theory of predictability & pushed us species that survives, nor the into an uncertain zone, where the series VP- Human Resources most intelligent; it is the one most of events could change overnight. Infosys Ltd As we transition into 2021, along with adaptable to change.” sustainable business & talent priorities, Nanjappa B.S is a seasoned Human organizations will need to safeguard Resources professional with a career — Charles Darwin its employees by institutionalizing the immunization programme & spanning 18 years. In his current This time around, last year, I orchestrating a powerful return to work role, he is Vice President, Human was part of a Leadership strategy. We will have to channelize all Resources at Infosys Ltd. In this role, Program at Stanford, our energies in bringing this to fruition, understanding concepts that cheek by jowl with the leaders who will he is Global Head for Employee will help me break the mold & change set this in motion.  Relations, Head HR for the regions the world. On the wall of the classroom, I chanced upon this famous quote by Now, we have unraveled through of APAC & LATAM & Head HR Charles Darwin, the significance of experience & discovered that there are of Enabler Functions. He leads the which I’ve been able to come to terms 3 core fundamentals that organizations creation and sustained development of with, only in the last 10 months. will have to embrace to counter global employee experience initiatives, the unpredictability of the future – benchmark people practices in the geos The most unimaginable. The most Adaptability, Agility & Resilience. as well as industry-leading employee unpredictable. 2020 has been the year Keeping these as the base, some of the relations frameworks. Nanjappa holds of empowerment & opportunity. key priorities for us as HR professionals a PGDM, is an avid sports enthusiast, Every year, during this time, we would be: has been a national level athlete, and reflect on the year that transpired and starts deliberating on our new n Learnability: Skill is the new an active contributor at industry year resolutions for the coming year. currency and organizations forums. But this year is unique in every sense. today are redefining their overall Everyday looks different, yet the capability building approach 20 SightsIn Plus same. The pandemic has debunked our

to future proof their existence, l Self Help: As it is rightly said, l Micro Environment:  We’ve wherewithal, and growth. From during times of turbulence, observed that the top reasons one job to multiple jobs to multiple one needs to put their oxygen for employees to come to work skills in one job, the transition mask first, and then help others. are – the teams that they are part towards building new age skills is It’s a dual responsibility where of & having a best friend at work. going to be the key differentiator. organizations will carve out The objective should be to create Organizations will need to create a self-help tools & employees will support for the ecosystem that is world-class ecosystem influencing leverage these, thereby owning conducive for managers & teams mindsets for individuals to the brand. to work together, seamlessly. take charge of their career and opportunities to become the best Skill is the new currency l Macro Environment: Here, the version of themselves. and organizations focus is on driving the programs   today are redefining on an organization axis where n Soulful Digital Experience: their overall capability the core purpose is to build & Digital Experience is built on building approach strengthen a narrative around 3 key pillars– it has to be fluid; to future proof their employee wellbeing.   intuitive & it has to have a soul that existence, wherewithal, speaks the language of the culture. and growth. From one n Culture: Culture is the finest An equitable fusion of all these job to multiple jobs to example of an experience that elements will act as a catapult in multiple skills in one differentiates best from the rest. helping organizations soar higher. job, the transition Organizations should supplement the User centricity fueled by data & AI towards building culture through trust — the biggest will enable organizations to provide new age skills is performance-enhancing drug, a holistic virtual experience to their going to be the key invest in gold standard governance, employees impacting the moments differentiator. embrace the dynamic future through that matter.   learning & unlearning, provide employees greater control through n Communities: A community is a choice and psychological safety. group of people who agree to grow together – Simon Sinek As people champions, it is our fundamental responsibility to craft a A sense of belonging & a place future for ourselves and in my view, of safety. Communities will be there are two key differentiators that will powerful catalysts to drive culture help us propel forward as a tribe. One as they will come together for work, is the deep understanding of business for purpose, for recreation, for better than business understands support. These will be self-governed business sprinkled with market or structured, ushered by leaders. information, nuances of technology Leaders & managers are going to and world, helping us become problem play a significant role in driving finders and partner with the business. social capital. The new-gen leaders The second one is my favorite - create a common sense of purpose, empathy. Empathy will be at the heart of share a vision of what needs to be all that we do and that has to stem from accomplished, empower individuals, within by understanding the user and protect teams from distractions, and co-creating with them to establish grade help to remove roadblocks, leading experiences of work & the workplace. communities to flourish. People managers are our biggest bet.  As Alan Kay said, “The best way to predict the future is to invent it”, so n Wellbeing: Over the last few here’s an opportunity of a lifetime for all months, our minds have been tested of us to make an indelible mark on the & challenged with uncertainty, & future! So, are we ready for the talent this has compelled us to take charge revolution? of our wellbeing. I believe the below framework will help accelerate the Note: The article draws on various employee wellbeing journey in sources of inspiration from the public organizations.   domain. All views are personal. 21 December 2020 www.sightsinplus.com

Interview Anil Salvi Interaction with Anil Salvi Managing Director & Group Head – HR JM Financial Group E xclusive HR Trends and Talent Challenges in 2021 22 SightsIn Plus

By- Romesh Srivastava Anil Salvi, Managing Director & Group Head- Human Resources at JM Financial Group. Prior to this, Anil was leading the Human Resources function at Royal Bank of Scotland (RBS) in India as SVP and Head HR. Previously he has worked with companies like Deutsche Bank, Syntel Inc., and Blue Star Limited. He has experience of over three decades of which he has spent more than two decades in the Banking and financial services Industry. Anil holds a Bachelor’s Degree in Economics and has completed his Master’s Degree in Human Resources from Bombay University in 1990. Q. What has been the impact of that remote working can work and it The history is witness that we would Covid-19 pandemic on BFSI is not as difficult to implement as they weather this storm too and we would sector and its workforce in 2020? initially thought it might be. Since the soon be back dealing with usual How do you look forward to 2021? world became remote and confined survival and growth challenges, both at the acceptance of the remote working a professional and business level. 2021 A. The impact of the pandemic model changed too. There are no would not be akin to any year that on the BFSI sector will be longer expectations of physical meeting we would have seen previously since long-lasting and the impact will be making the transition a tad bit easier. it would be the first year post the multi-faceted and would vary from The learnings from the experience are pandemic and organisations would be organisations to organisations. The immense and contingency planning tentative in testing their approaches. impact would be different on the today has a whole new meaning to the I believe that the risk appetite of the retail intensive businesses as against approach. organisations would take a beating and the institutional ones. The retail the focus would more be on rebuilding business has been instantly and 2021 would not be the organisation and regaining lost immediately impacted and would akin to any year ground. also have a tendency to bounce back that we would have no sooner we witness normalcy. The seen previously Q. What are the steps you have institutional businesses, on the other since it would be taken to transform employee hand, would have gestation and the the first year post experience during these unfortunate impact would be felt over the long the pandemic and times?  term and so would the recovery be. organisations By and large, irrespective of the would be A. Fortunately for us, we already industry, the pandemic will impact tentative in had commenced the journey of the nature of employment and will testing their technology transition for the people also alter the demand for the skillsets approaches. processes right from onboarding to and competencies. The industry has off boarding of the staff prior to the been introduced to remote working pandemic which made the technology in a hard way. Hard way since the embrace necessity. But the pandemic challenge was not foreseen by anyone surely did hasten the transition and and the situation mitigation happened today almost all the employee processes more on basis of trial and error. The have been automated. The automaton organisations which were dead against and technology enablement is largely the remote working model did not designed to facilitate speed, access, and have a choice, today are experiencing transparency.  23 December 2020 www.sightsinplus.com

Interview Anil Salvi We are conscious that a high level to be the ones who are steering the would be needed in the coming years of tech enablement could impact positive business outcomes. Also, the would be different due to the change in employee connect and have tried staff who have adapted to the newer the business environment.  to take care that the transition environment swiftly are the newer doesn’t affect the level of employee organisational assets today.  While the net headcount addition engagement and general employee may be the same or more but the morale. We as a firm have constantly So welcome to the new employee- competency mix may undergo a change communicated with the staff and employer equilibrium and order, due to the change in the business remained accessible and have ensured the one which is based on trust, environment and demand.  the transparency so that there are no transparency, and partnership.  undue concerns that the employees The approach to talent management might have. And at the same time the Q. What are your hiring plans for would need to evolve in the employee concerns if any have been the coming years?  coming times. It is not going to be a swiftly and humanely addressed as simultaneous or post-performance setting the example and creating an A. There is no change in the investment in employee development experience is always the way to create plan for recruiting critical but would need to be prior and upfront.  the credibility of our approach.  or replacement hires, what is being evaluated is the fresh headcount Q. What will be HR Trends for Q. What changes are you seeing addition as the competencies that 2021?  in the talent landscape in 2021?​  The HR trends for year A. The HR trends for year 2021 2021 should be empathy should be empathy and support. A. It appears that the organisations and support. The firms The firms which would have adopted will tend to be a little impatient which would have this approach towards the employees with the performance and results. adopted this approach consciously or unconsciously in 2020 As such the demand for talent and towards the employees should continue to remain invested competencies would undergo a change.   consciously or in employee relationship. This would unconsciously prove to be the most meaningful It is widely assumed that the tech skills in 2020 should investment that any organisation would will be in high demand and so would continue to have made and they will reap benefits be the staff with proven performance remain invested of the same for long time to come in history. I feel the organisations also in employee form of staff loyalty and commitment.  have realised that the soft skills are relationship. equally essential along with the Q. Any concluding remarks?  hard competencies. In absence of A. The organisational ability has the physical monitoring, the ethical behaviour of staff has never been so come under severe stress and its important. Also, the staff who are ability to carry or accommodate non- inherently proactive have proven performance has reduced significantly. The employees too should appreciate 24 SightsIn Plus that the organisational tolerance today is all-time low and should not act contrary to the role expectations. The demand for leadership roles too has increased significantly and leadership is expected to lead the teams by setting examples.  Difficult times make ways for newer approaches and force flexibility to make us nimble and agile. The organisations which will survive or thrive would certainly be more agile than what was for the one who did not manage that change would find it hard to remain relevant and hence perish. Thank you, Anil! 

INSIGHTS 25 December 2020 October 2017 SightsIn 15 www.sightsinplus.com

Arun Kumar @arunmku “The COVID-19 crisis is redefining the standards for corporate leadership. Societal impact is high on the agenda; ESG has come into renewed focus. In India CEOs have recognised the importance of the accelerated transition to digital business models.” Peyton Patel @PeytonZPatel “Why do people recruit other people who think exactly the same way??? We need to also focus on cognitive diversity when building teams that work well together!” December I John C Maxwell @JohnCMaxwell “Good leadership is based on adding value to people, not adding value to your title, power or position.” 26 SightsIn Plus

Monthly HR Magazine CP Gurnani @C_P_Gurnani “Covid taught us to redefine work flows, reimagine businesses and exposed the digital divide. Technology is the ultimate glue that can accelerate the Bharat to India transformation” Dr N S Rajan @RajanNS “Being disciplined and accountable, when we are fully empowered, enhances trust and credibility.” Issue 2020 Debjani Ghosh 27 December 2020 @debjani_ghosh_ “India’s national goal should be to turn data into useful “knowledge”, specific to solving our own problems.” www.sightsinplus.com

Insights Alok Nigam Top HR Challenges -2021 The organizations will have to adopt a business strategy that calls for greater cash conservation or the need to retain key staff, suggesting a greater emphasis on a higher proportion of variable pay that has a longer time horizon. Alok Nigam The new normal has forced the people, these are the most uncertain us to shift beliefs, behaviors, and unprecedented times. How the HR Senior Vice President and Group and the way we will work in Managers can play a role in reassuring CHRO, Bhartiya Group the times to come. The the employees amongst all this blood experiences from the pandemic are bath of job losses, pay cuts, moments of Alok has been leading people through already changing how we work, anxiety is going to a real test. All this has the HR function, leading teams and including a greater emphasis on to be done while keeping the ground remote working, digital collaboration, realities in mind as the economic shaping people’s careers for over three employee engagement, mental health, situation continues to be volatile and decades. He has played an integral and workplace hygiene amongst unpredictable. role in organization design for new others.  Stress, anxiety, and other mental businesses and led the implementation The year 2020 has hit us very hard health issues have always been there, of a robust Talent Management disrupting almost all walks of life. In and it is no new story. Organizations organizations, HR teams have been have always been initiating wellness process, identifying talent pipeline at the frontline, quickly providing programs and providing employees and building sturdy career paths. He employees with the organization’s with security, health benefits, and believes in trust and integrity. He has response to the pandemic. HR will flexibility to help them overcome these a passion for mentoring and grooming now need to look ahead and make issues. But the sudden COVID-19 changes to policies, structures, and outbreak has brought the employees’ future leaders. A Certified assessor, practices to align with the new way of mental problems in the front seat. he influences the people management working. For HR managers, this is a Uncertainty can paralyze anyone. time to play a defining role in shaping space, changing people’s lives. the future of organizations in the The daunting feeling of not knowing years to come.  what the future holds or what measures 28 SightsIn Plus to take to sustain organizational The immediate challenges and, operations is a huge challenge. We all therefore, priorities in the year 2021 are more or less affected by uncertainty. can broadly be segmented into the Employees are affected mentally, not following areas.  Mental Well-Being Making sure the mental well-being of

knowing what the future holds for employees will be a critical challenge for Remodel Compensation them, and the HR teams are struggling HR and business leaders. Strategy  to put everything in line. The HR and the business leaders need to collaborate The challenges of remaining With revenues, growth, and profitability effectively to address this critical agenda productive and effective under coming under severe pressure not just on their menu.  remote working conditions call for because of the pandemic, now for quite constant communication and dialogue some time, one daunting challenge for Engaging Employees in and HR leaders need to not only HR in 2021 will be to examine and Remote Working Scenario  retrain themselves but also prepare the perhaps remodel the compensation business leaders. As HR teams look to strategy going forward. A company’s A Gartner analysis predicts that the future, they will realize that a lot compensation strategy is derived from its 48% of employees are likely to work many practices will change, redefining talent strategy, which in turn is derived remotely, at least part-time post- their roles and the only mantra is to be from the business strategy. Changing COVID-19. A growing number of proactive and not reactive. A Shift in business conditions resulting from industry leaders hold the opinion that focus – from efficiency to resilience will COVID-19 may indicate a greater need the remote working culture is here to have to be managed very carefully. to conserve cash, shifting the importance stay. Engaging employees in a remote of different revenue sources or company working scenario is another daunting Reskilling and Multiskilling goals, or the need to retain key staff.  challenge and priority in the year 2021 for HR leaders. The HR leaders have another major task Historically, firms have adopted a on their table and it’s about reskilling compensation strategy and put it in place HR managers will also need to and multiskilling the employees in the for a minimum of 3 years before a review brainstorm and have innovative changing business scenario. According but now, this approach may have to be ideas to keep the organization culture to an HBR article, in 2019, more than relooked appropriately in the current high-spirited – both for the existing 50% of HR leaders struggled to ensure business environment. Determining employees and for the new incumbents. that employees had the skills necessary employee compensation as such is a While the businesses, revenues, and to navigate an increasingly digitized balancing act between fixed-term pay, profitability will be under pressure for workplace. And now with the remote annual performance-related variable some more time, positively engaging working scenario, new methods will be pay and bonuses, fringe benefits, long required to monitor the productivity of term incentive plans, stock options, 29 December 2020 employees working remotely revised medical benefits, etc., and how they job descriptions will need to be framed will be managed, their external market to accommodate part-time, full-time, standards, and the link between and remote working definitions. This compensation and company results.  would necessitate digitalization and higher adoption of technology along The organizations will have to adopt a with resizing and transforming brick business strategy that calls for greater and mortar workplaces into technology- cash conservation or the need to retain enabled virtual ones. key staff, suggesting a greater emphasis on a higher proportion of variable Apart from equipping the employees pay that has a longer time horizon. with more digital skills, there is also a This could be a significant shift in any big need to reskill employees in other company, but change is often perceived core and softer skills. The future is positively if employees can understand all about multiskilling – pandemic or the reason for it, such as the impact of no pandemic, one has to learn to be the pandemic on a business. Hence a able to survive in the era of hyper- well-crafted communication program competitiveness by bringing in more will be key to success. and more onto the table. Also, the   social, softer, and emotional skills will In addition to the above 4 areas, the play a critical role in the growth of the HR leaders will have the challenge employees. These programs will help of attracting and retaining talent as them manage stress, build a positive always and more so if things brighten outlook, and stay productive under up ahead of anticipated times in which the remote working model. The HR case keeping the HR costs will be quite a leaders will have to open more avenues focus area. Last but equally important is for the employees in order to help to keep the channels of communication them acquire new skills and let go of open between various stakeholders.  obsolete skills.  www.sightsinplus.com

Insights Ross Chippendale Ross Chippendale Head of Workplace Technology, Atlassian Ross has more than two decades of experience in Technology. Currently, he heads Workplace Technology at Atlassian, a leading provider of collaboration, development, and issue tracking software for teams. Majority of The Key to Succ employees (58%) are confident that Remote Working their employer Two factors play a major role with regard to needs to provide IT when a large number of employees work remotely, ensuring security on one hand better tools to and consistent IT usage - or the (digital) work remotely employee experience - on the other. 30 SightsIn Plus Within a few weeks, many For companies, this transition also workers around the world presented challenges on various were forced to trade in their fronts. In addition to maintaining office - with all the benefits both ongoing operations and the of a familiar IT environment, the productivity, efficiency and motivation convenience of having their own desk of employees, some employers decided and personal contact with employees - to hire new employees despite the for the home office. prevailing crisis. From recruiting to

cessful IT usage - or the (digital) employee more widespread, IT teams need to experience - on the other. ensure that everyone has access to g in 2021 the technology they trust, including Even if a company assumes that existing and new telecommuters. onboarding - alternative processes had its network is basically resilient, it A ‘product management approach’ to be created for these processes and must be effectively secured against can be used to identify these needs. technologies had to be used to enable cybercriminal attacks despite several IT professionals, whose primary them - just like the actual work itself - thousand connections. To counteract concerns used to be implementation to be implemented remotely. this, a zero-trust security strategy effort and costs, should adopt a must be developed and implemented user-centric approach. Instead of Many companies struggled with the comprehensively across all business asking whether a project is within politically, economically and socially units and the entire IT landscape. budget, they can now find answers difficult situation during this period. to questions like “What do my Just what impact does such a change While building a resilient infrastructure colleagues want? What do they need have on the onboarding of new can prove relatively easy, maintaining to get their work done? Where are employees, and what will this process a consistent employee experience can their biggest pain points?” By doing look like in 2021 and near future?  prove much more tricky. The modern so, they can prevent employees from employee insists that working from getting frustrated by using their Secure and Consistent home feels and functions just as if personal devices and software that he were in his traditional workplace. have not been approved by the IT Two factors play a major role with Although flexible working has proven department, thus posing an increased regard to IT when a large number of its worth in recent months, there is a security risk. employees work remotely, ensuring growing need for the right equipment security on one hand and consistent such as monitors, (ergonomic) office The use of agile methods can help the chairs, mice and keyboards. Since most IT team to approach a project. To do 31 December 2020 offices will only be used to around this, they need to think outside the 50 percent capacity in the future, box and look for working methods any equipment that may have been that are different from the traditional previously used should be handed out practices of many IT teams in other to all teleworkers, so that they are fully areas. equipped and can work as usual.  Conclusion Onboarding in Times of Remote Work  Despite the prevailing crisis situation, it is possible for companies to hire This experience would vastly vary new employees and offer them a across organisations. However, in our simple onboarding process - and all case, since a portion of the workforce this remotely. Employers must also was already teleworking full-time provide new employees in their home before Corona, the company benefited offices with the right technology from existing processes and continued - both in the form of devices and to enhance the onboarding experience. accessories and software. The home office environment must be made IT Teams as Agile ‘Product as secure and consistent as possible. Managers’ Good virtual onboarding is most successful when you take advantage To gather more insights around remote of the solutions that are available to work, a recent study by us showed you. Introductory videos and access that 58 percent of employees surveyed to ample digital resources make it worldwide are confident that their easier for new employees to find their employer needs to provide better way around both the company itself tools, so that every employee can work and its IT landscape - even if they remotely more effectively. have never seen the team in person. For a successful implementation, Even before the pandemic, employees end user requirements must be given preferred different tools and high priority. This often means approaches to perform their daily establishing working methods and work. Now, as remote work becomes practices that differ from traditional ways of working. www.sightsinplus.com

Insights Sharad Verma Top Workplace Trends & Future of Work for 2021 We will see technology-aided “nudges” and “reminders” to moderate behaviour and to help achieve goals as well as to teach new skills. Attitudes and habits. Sharad Verma  2020 has shown need to watch out for in 2021  unprecedented times and VP & CHRO, Iris Software Inc. now being called as the Practical use of AI/ML in longest year in known talent function- Sharad Verma is currently VP & history. As the year winds down to a CHRO for Iris Software Inc. A close, we find that much has changed We will see an increased use of graduate of XLRI, Jamshedpur, - almost every aspect of life as we know Artificial Intelligence and Machine it and many things that we have known Learning in the talent function. More Sharad has more than 25 years of and held to be true have also been robust prediction systems will evolve experience in HR in leadership roles shaken.  to aid smarter management decision making and to navigate through with prestigious organizations like As we look ahead to 2021, we find situations. We are seeing a proliferation Polaris, SunGard, Monster, and BNY strong lessons to be learnt and the wind of technology products in this space of change is blowing strong.  Here are and they will achieve maturity.  Mellon. the important future trends that we 32 SightsIn Plus

We will see technology-aided “nudges” The leading technologies in this space Preparedness for risk and “reminders” to moderate behaviour will emerge as the new platforms and analysis and mitigation- and to help achieve goals as well as to “killer apps” and in the years to come, teach new skills. Attitudes and habits.  will overtake traditional workhorse One of the more important lessons There will be increased opportunities apps such as word processing, in 2020 has been preparedness for automation of repetitive, data- presentations,  spreadsheets, emailing for risk analysis and more robust intensive and routine tasks with the and traditional video conferencing only planning on risk management systems. advent of technology as well as better software.  Broader risk assessment, preventive knowledge of such use cases.  actions and more collaborative More evolved software will emerge approaches involving key players Virtual workforce- for employee get-togethers and and stakeholders within the larger celebrations, reward platforms – and ecosystem – customers, partners, The biggest and the most obvious even a convergence of technologies in employees, employees’ families, and learning has come from the rapid the consumer social media space with the larger society needs to be taken into move to remote working. While the work-related collaboration software. account while risk planning. technology existed for several years, The social side of work will also business travel has dramatically reduced undergo major upgrades in technology. Expanded digital footprint-  during Pandemic and necessitated both the use and acceleration of technology Sophisticated data-driven Organizations will expand the digital to help in more effective and efficient decision making in Talent footprint to include enterprise-level remote working.  Analytics- digital operations encompassing all the key functions from front-end to back. Businesses have also become more open Talent function is increasingly Data flow and communication will to use of a virtual workforce, more seeing more sophisticated modelling ensure nimbler, more responsive and flexible work schedules and contingent and dependence on data-driven more efficient organizations.  workers for skills that are critical, technologies for performance and necessary, hard to find and sometimes potential assessment, critical talent Focus on mental health just one-time. The very nature of identification, risk assessment and and wellness- remote work has made such workers mitigation, decision support systems, more acceptable.  forecasting and planning as well as Employee health is and will remain leadership development and succession the top priority for companies. Reskilling of the workforce using planning. Implications of prolonged remote a huge adoption of online learning working, as well as the impact on health methodologies has become a widely These trends will continue and data- and wellness, will become more evident emergent trend.  driven approaches will gain more and preventive steps will have to be ground with greater sophistication. taken. Overlapping work-life issues will Providing positive and need to be factored and managed better unparalleled employee Reskilling of at both organizational and individual experience- the workforce levels.  using a huge New remote ways of collaborating, adoption of Increased importance of communicating, engaging and online learning business agility- celebrating talent have emerged as a methodologies major trend in 2020.  has become Agility will be the all-important a widely organizational competency. Faster The new tools are frequently mobile- emergent decision making aided by data-driven first, almost always mobile-friendly. trend. approaches and technologies and They integrate the various ways willingness to take actions in favour in which work gets done – sharing of customers and employees will be documents, screen casting, video extremely important.  conferencing and team meetings, instant messaging and phone calls.  Much of continued success will depend There will be further growth in this space on calculated and broader risk-taking with more consolidation of tools as well as coupled with intelligent agility. technology advancements to make remote working more efficient than having to www.sightsinplus.com switch from one tool to another.  33 December 2020

Interview Thiru a Thirunavukkarasu Rendezvous With Thiru a Thirunavukkarasu Global President- HR Cadila Pharmaceuticals E xclusive HR Trends & Leadership Challenges in 2021 34 SightsIn Plus

By- Romesh Srivastava Thiru A Thirunavukkarasu, popularly known as A Thiru, Global President- HR Cadila Pharmaceuticals. He has over three decades of experience in human resources, prior to joining Cadila he has worked as President – Corporate HR with JK Organisation (EZ). Earlier to JK Organisation, Thiru was associated with Vedanta Resources Plc, a global diversified Natural Resources Major as President – Group HR and Member of the Executive Committee, and previously he has worked with companies like TVS Electronics, Hindustan Unilever Limited, Wimco Ltd, and Areva T&D. Thiru is an Accredited Independent Director and a Certified Coach. Q. How do you see COVID-19 Q. How do you think leadership responsibilities and experiment with pandemic impact on HR and its can be nurtured in companies newer ways to connect with internal and workforces? during stressful times? external customers is yet another feature of the new normal. Learnability across A. It has brought HR and its A. Connecting to the larger purpose functions and levels has significantly workforce closer than ever of the organization and living improved resulting in better business before. The traditional organizational its core values is the only key through results. Leaders with empathy could hierarchies have given room for flexible which can one can open the doors for accelerate their businesses and stay and expertise lead an organizational entering into the new universe. In ahead.   structure, though informally but fact, our organizational values such as effectively. While customer-centricity Authenticity (Being trustworthy and Q. The Pandemic has accelerated has emerged as the top most priority genuine), Integrity (Being reliable and the Digitalization, how does of the mind, care and concern have adhering to principles), Responsibility workspace digitization enhance emerged as the top most priority of the (Being accountable and taking charge) employee engagement?  heart. HR leaders who could empower and Ownership (Taking end-to-end themselves more as a Credible Activist ownership) guided us to outperform even A. Absolutely. Embracing during these unprecedented times could during these tough times. Encouraging digitalization has not only moved do justice to both to their organizations young professionals to take additional the employee engagement index a few well as workforce. They continued to notches above but more importantly engage their workforce, including the HR Leaders reaching out to customers witnessed new contract labour, by not resorting to any who empowered horizons and greater impact. Rewards shortsighted approach namely lay-off, themselves as a and recognition through digital media involuntary separation, compulsory Credible Activist, have become pride moments not only for leave, wage cut. could do the employees but their families at large. justice to both As an organization with a prestigious Exemplary organizations like Cadila organizations legacy of commitment to innovation, not only enforced strict rules to fight and their quality, and affordable care, Cadila’s Covid but also encouraged employee workforce. motto ‘the care continues’ encompasses volunteerism as Covid-Warriors. Support all our stakeholders including the was provided beyond workplace to common man looking for quality families of employees as well. This has medicine at affordable cost. And the care created impeccable emotional association is extended to our employees - our most as the Care Continues… valuable assets - as well. Their success 35 December 2020 www.sightsinplus.com

Interview Thiru a Thirunavukkarasu and recognition are integral aspects help the employees to bond with the well, with right priorities in not only of Cadila Pharma. As an organization best resulting in better collaboration and professional but personal life too.  committed to healthcare and saving lives, improved teamwork. Diwali, the festival our employees left no stone unturned of lights, is much awaited and celebrated Q. What will be HR Trends for in the pandemic facing challenges with by Cadilians. At Cadila Pharma, we are 2021?  courage and determination staying true proud to have a culture of celebration, a to our values. Although this year public sense of community, and goodwill. The A. 2021 will observe remote work gatherings were prohibited in line with annual Navratri celebrations are the becoming permanent. For many social distancing norms, we ensured grandest concluding with splendid Garba employers and employees, remote work our employees were rewarded for their nights for all employees. For Diwali, is here to stay, at least to some degree. superlative performances in driving the excitement is no less. Employees While the pandemic will not transform business growth and for their bravery as participate in Rangoli making, traditional every single company that has the COVID warriors.   attire contests, sweet distribution, etc. The possibility to become fully distributed day concludes with a gathering over food to do so, but working from home will be Technology has transformed the global and fun team games like musical chairs; the next permanent normal. Hence, data business landscape and Cadila Pharma we even held an impromptu fashion show literacy, business acumen, and digital was quick to adapt. We chose to not last year that employees enjoyed. integration will be the major drivers of take a step back but forge new paths. HR efficiency.  Not only did we use virtual tools to This year, Diwali at Cadila was different, conduct business, but also to ensure but enjoyable nevertheless. Cadila’s new Secondly, HR will be redesigning the our grandest occasions did not face any normal Diwali or Diwalification 2020 employee journey by measuring the interruptions. This year, Cadila Pharma alluded to renewal and renovation after a virtual employee experience. Elements was proud to hold iamicon – India’s spell of darkness. Several activities were like work-life balance, wellbeing, Largest Knowledge and Innovation held under the banner of Diwalification connection, and collaboration will be Conclave virtually. We reached out to 2020 while maintaining sensitivity crucial both for employee satisfaction audiences in 17 countries from 8 last toward safety guidelines. The Rangoli and the optimization of business year and even featured a Nobel Laureate competition’s theme was ‘Digital New outcomes. Just as companies will as a key speaker. The conclave was Normal’ and employees gave it their continue experimenting with more successfully concluded by the Wall of creative best including elements of informal ways of team-building and Fame ceremony to recognize and honour digital apps in their designs while others socialization, HR will be focussing more employees responsible for making drew rangolis under the ‘Heritage on formalized online connections and iamicon 2020 a grand success. At the India’ theme. A first-of-its-kind Diya partnerships being piloted at companies annual Star Nite Awards, we honoured painting competition was held with all over the world.   260 of our best performers on a virtual social distancing norms in place. The platform. The presence of their families traditional attire contest ‘Mr. and Ms. In the end, the principle of humility made the occasion all the more special Diwafabulous’ had a regional twist this will foster faster organizational growth. and exciting.   time with employees dressing in regional Employee Advocacy and Championing costumes representing different parts of Change will be the guiding force for The past year has shown us immense the country. A game of housie was played organizational resurgence and growth.   challenges. However, for Cadila Pharma, and employee awards were presented to our faith to overcome those challenges mark the occasion. Q. Any concluding remarks? has never been stronger. Virtual A. The pandemic has enabled HR tours to foreign location during such Thus the workforce 2021 can embrace online recognition program was icing on changes faster and be grounded as to use its empirical data to help the cake. These role models among the leaders to navigate the pandemic and workforce do become inspirations for Employee handle people-centric issues with an others to dream big and make a larger Advocacy and all-new approach. Overall, it has been a impact.   Championing great opportunity for HR to lock down Change will be the its seat at the leadership table by using Q. How do you see the future for guiding force for the swiftly-evolving tech tools available work, workforce 2021? organizational to drive business value.   resurgence A. With improved tenacity to scale and growth. Finally, the pandemic has forced us to new heights. The year 2020 has revisit all our previously held beliefs completely changed the way we worked in (including how we celebrate) and the past and slowly and steadily prepared overcome confirmation bias and the need us to face any unforeseen circumstances. to change the lens at periodic intervals to This new normal has also improved our continue to stay fit and be relevant. interpersonal relationships which can Thank You, Thiru! 36 SightsIn Plus

EVENT SHRM India concludes Annual Conference and Exposition 2020 • Over 35 hours of Unparalleled Learning Speaking about the conference, Achal Khanna, CEO - • 3000+ attendees SHRM India & Business Head - APAC & MENA, said, “HR • 170+ global speakers and visionaries has a very important role to play in the current evolving scenario • 75+ Knowledge Sessions due to theCOVID-19 pandemic and we are overwhelmed to • 50+ partners and exhibitors witness the industry’s leading voices on the virtual stage at • SHRM HR Excellence Awards 2020 SHRMI20 and the response of the delegates who learnt about the emerging work models, the wellness imperatives and The 3-day SHRM India Annual & Tech Conference renewed business strategies from eminent CXOs, thought organised by the Society for Human Resource leaders, and industry experts’’. Management (SHRM), the world’s largest association Along with the address from eminent personalities from the devoted to human resource management concluded HR field, Government functionaries, and Honchos of corporate successfully. The HR Confluence of 2020 has been an instructive houses, the event also saw some candid discussions from a panel engagement for the participants as well as global HR leaders who of experts and HR leaders from some of the biggest names in the pooled in their resources and engaged in insightful deliberations corporate world from across the world. Some of the pertinent as the world continues to grapple with the changes and new topics of discussion at the event were ‘Addressing skill normal brought about by the pandemic that is COVID-19. changes in the new normal’, ‘Human capital in the time of The virtual conference and exposition also saw two marquee COVID-19’, ‘The human and AI shared workplace’, ‘Digital events in the HR sector coming together to create a joint disruption in people management and governance’ and platform that is focussed on driving a better understanding of the ‘Employee engagement in the cyberage’. various challenges and present viable solution and technological aids that can help strengthen the practise of HR and their ability SHRM India recognised organisations for their best practices to guide and lead organisations through a crisis. under the below categories: Inaugurated by Achal Khanna, CEO - SHRM India & Business • Excellence in HR Analytics Head - APAC & MENA on 9th December, the conference under • Excellence in Diversity & Inclusion the theme “Together Towards Tomorrow” saw over 75 exciting • Excellence in Community Impact knowledge Sessions on topics such as ‘Leveraging the immersive • Excellence in Developing Leaders of Tomorrow virtual platform’, ‘Get ahead of the WorkTech curve’ and on topics • Excellence in Talent Acquisition that focussed on being equipped to be future ready and succeeding • Excellence in Learning & Development with remote teams. Johnny C. Taylor, Jr., SHRM-SCP • Employer with Best Health and Wellness Initiatives President & CEO, SHRM; “Tiger” Tyagarajan CEO, Genpact. • Excellence in Leveraging HR Technology Dr. Sanjeev Goenka Chairman, RP Sanjiv Goenka Group. Shri • Transitioning to the Virtual Workplace - The HR Lens Suresh Prabhu Member of Parliament, Government on India. Ramanan Ramanathan Mission Director, Atal Bharat Mission Add the Awards Category & winner for each category are as were some prominent speakers at the event. below: Award/ Excellence in Excellence in Excellence in Excellence in Excellence Excellence in Excellence Excellence in Excellence Transitioning category Diversity & Developing Learning and Learning and in Talent Leveraging in Health Community in HR to the Virtual Inclusion Leaders of Development Development Acquisition HR and Wellness Impact Analytics Workplace Tomorrow (PSU) Technology Initiatives L&T Power Grid Concentrix Tata Reliance Jio Tech Technology Tech Corporation of Daksh India Genpact India Shree Cement Consultancy Infocomm Winner Mahindra Ltd. Services Ltd. Mahindra Ltd. India Limited Services Pvt. Pvt. Ltd. Ltd. Services Mindtree Limited Limited Limited The SHRM HR Excellence Awards have been instituted as an exemplary platform to recognize organizations that put people first, deliver future focused excellence in the field of People Management and understand the importance of human capital as a key contributor to business outcomes. About SHRM The Society for Human Resource Management (SHRM) is the world’s largest HR professional society, representing 3,10,000 members in more than 165 countries. For nearly seven decades, the Society has been the leading provider of resources serving the needs of HR professionals and advancing the practice of human resource management. SHRM has more than 575 affiliated chapters within the United States and subsidiary offices in India and United Arab Emirates. - See more at: https://www.shrm.org/ . SHRM- India serves the needs of HR practitioners by facilitating exchange of knowledge resources & practices, enabling professional development, and enhanced opportunities for engagement & networking within the Global & Indian HR communities 37 December 2020 www.sightsinplus.com

Insights Ramesh Kalanje The dire need of Women in STEM – It’s Now or Never! Organizations around the world are embracing the ‘Work from Anywhere’ culture increasingly, and many have called it the ‘new normal’. Some experts believe this flexible working environment will lower the barriers and pull more women into the workforce. Ramesh Kalanje 2020 is a year that brought Organizations around the world are along many surprises with embracing the ‘Work from Anywhere’ Vice President, Center of it-The Good, The Bad, and culture increasingly, and many have Excellence Commvault The Ugly. The only constant called it the ‘new normal’. Some this year was change, followed by the experts believe this flexible working Ramesh Kalanje, is the Vice President, Center rush to adapt to this change. Speaking environment will lower the barriers and of Excellence, at Commvault. He is a 22- about the pace of acceleration of this pull more women into the workforce. digital adaptation, Microsoft CEO With a focus on progressive aspects of year veteran in the IT industry. Ramesh is an Satya Nadella rightly said: “We’ve seen employee safety and wellbeing, such as accomplished leader with expertise in scaling and two years’ worth of digital an increased focus on work-life balance transformation in two months.” One and mental-emotional well-being, along transforming Global Delivery operations across vital aspect here to materialise these with aspects like increased empathy countries, managing Product Development, changes was the shift in mindsets, among colleagues, and rejigging of Professional Services and Customer-support whether we talk about the attitude gender roles even when it comes to regarding WFH, moving to cloud, or domestic chores, will ultimately make the functions. He is an executive who has established embracing emerging technologies. tech industry more attractive to women. mature centers – driving business results through execution focus, high employee engagement, and Today, when we look at STEM Stemming (Science, Technology, Engineering, and out for STEM enhanced customer satisfaction. Mathematics) it’s almost unbelievable that with the kind of advances we’re One of the aspects of bridging the 38 SightsIn Plus making in the field, women are still a gender gap is making more young minority in the space. While this has women passionate about STEM, not been discussed time and again, it’s time forcing it onto them of course but we materialize the changes we want to providing them with the choice to see in our world, and we bring in that explore their interests. Education plays change now. The good news is - it has a crucial role here and aids in sparking already begun. that interest in students, right from the early days. Science and technology subjects are very interesting; hence busting myths around them is

paramount. The numbers to focus on in India, while the global average is to create equitable solutions for the here are that on one hand, India tops 28.4%. society-at-large. the charts when it comes to producing female STEM graduates while on Our industry needs more women While emerging digital and other, ranks 19th when it comes to not just because it is a part of a larger transformation technologies are changing employing them. How do we stem out Diversity and Inclusion agenda or our world for the better, it is imperative and bridge this gap? While we have the because just of social justice, but to have women at the epicentre of this potential talent base, how do we enable because it’s imperative for unbiased change so that gender biases can be an environment that makes them think and creative teams to exist that eradicated from the root. When it comes about their career in STEM? drive equitable innovation across to technologies, like artificial intelligence organizations and ultimately be able and machine learning, this becomes To start off, we need to build a strong even more crucial as these futuristic foundation by showcasing female role Today, when we look systems will be based on lopsided data models who can help these budding at STEM (Science, due to lack of diverse workforces. For aspirants see the contribution that Technology, instance, we’ve always heard that ‘AI women have made in STEM till day. Engineering, and is as good as the data it’s built on’ but A great exposure to thriving women Mathematics) it’s by being more inclusive, we can rectify professionals in STEM can not only almost unbelievable these innovations for our future. This inspire these young women but also that with the kind doesn’t mean that we are doing away helps them realise their true potential of advances we’re with everything that we have done so far, while releasing them from the bonds making in the but we are looking at how we can make it that are creating a hinderance when it field, women are more inclusive and equitable. comes to choosing or charting a career still a minority In the end, it’s about leveraging in this field. in the space. the trifecta - The Industry, The Government and The Society to come Answering the ‘Why’ together and bridge this gap in STEM. It’s about all the forces coming together According to United Nations, to ensure that we have our own Geeta women are only 14% of the 2,80,000 Menon’s and Padmasree Warrior’s to scientists, engineers, and technologists lead the STEM sector in India into a in Research development institutes new dawn of success. 39 December 2020 www.sightsinplus.com

Insights Dr. Anupriyo Mallick Impact of Covid-19 on HR Practices and Future Workforce Dr. Anupriyo Mallick If people and organizations are not learning, they risk being obsolete tomorrow. Hence Faculty and Head reskilling and upskilling are norm of the future HR and OB, EIILM to build critical skills and competencies, even for mere survival. Organizations must start Dr. Anupriyo Mallick, Faculty and co-owning the learning needs along with the Head-HR and OB, Eastern Institute for employees if they want to grow in business and achieve operational excellence. Integrated Learning in Management (EIILM), Kolkata. He has over 20 years of experience with the education industry as Professor and HOD of HR with TOP Business School. The COVID-19 pandemic has The uncertainty that has arisen due to the brought several challenges and pandemic has led to affecting the physical drastic transformations to and mental well-being of employees global business functioning. across global organizations and in many There is no aspect of work that seems circumstances made them feel clueless unaffected by this invisible enemy leaving about what is in store for them. global leaders and workforce to identify alternatives that could be suitably fitted It was on 30 January 2020 that the to restore work functions. first confirmed case of COVID-19 40 SightsIn Plus

was reported in India while much are the attributes demonstrated perform better in a predominantly cognizance was given to it in March by HR in the lockdown scenario. digital workplace. Processes for on- 2020 when the nation started As employees started logging in boarding new hires will have to change experiencing its impact and spread. remotely, HR functions stepped up to to become fully digital. Training and transform brick-and-mortar offices into skilling will reconfigure for an online- Prime Minister Narendra Modi then virtual workplaces almost overnight. mode only. took a bold step by enforcing the Guidelines to ensure that employees world’s biggest lockdown and abiding could manage WFH seamlessly and Some of the changes are exciting in by the same, the physical presence of securely had to be quickly defined and their potential for transformation. the entire workforce in India became disseminated. In many cases, employees In the appreciable future, HR will a remote one overnight. This was had to be supported with digital play a key role in redefining, perhaps so ‘new’. This was something never infrastructure - laptops, data cards - to permanently, the nature of the seen or experienced before. With ensure that business continuity could workplace. For instance, standard an exception of fewer organizations be maintained. attendance and leave policies will allowing their employees to work in no longer work. Organizations will remote settings or from home and that The coronavirus pandemic has have to place a higher degree of trust too in special circumstances, this move increased the emphasis on the ‘human in the integrity and commitment of from ‘new’ was expected to take time to connect’ aspect of the HR function. employees working remotely. WFH become ‘normal’. Amid a rapidly unfolding health crisis, may impact decision-making structures HR functions geared up to provide because of the constraints of video The economy of the nation has also critical communication on safety meeting platforms. Smaller teams may been adversely affected due to the protocols, hygiene practices, emergency be able to collaborate better and take lockdown indicating the lowest figures numbers, a list of hospitals, guidelines decisions faster. In some ways, WFH since India’s economic liberalization for quarantining and isolating, and may even be a blessing in disguise. in the 1990 s. The current fiscal year much more. Many organizations went Being able to work from home may reflected a recession wherein the the extra mile to help employees handle help people to balance professional and economic growth fell to 3.1% which stress by setting up online classes for personal issues better. was not experienced in the past employee wellbeing and motivation. 17 years in Q4 of 2019–20. This has Having larger remote workforces basically dropped the Gross Domestic Employee safety became the prime will push organizations to ramp up Product (GDP) growth to an 11-year concern, and HR teams partnered technology adoption and digitalization, low of 4.2% in 2019–20 (Business with other functions to define ways of enable dispersed operations, and Standard 2020). The unemployment ensuring safety and social distancing collaborative functioning. As rate has also risen from 6.7% on 15 compliance at factories and plants organizations get more comfortable March to 26% on 19 April. In fact, 140 that continued to operate. Regular with employees working remotely, the million people lost their jobs during disinfection of premises, offices, buses, requirement for office space and fixed this period (Business Standard 2020). and colonies has become an essential workstations may reduce drastically. Despite these figures, however, revival, component of keeping employees Organizations may be able to leverage and recovery were certainly in the safe. The procurement of masks, hand the WFH concept to cut costs on minds in Indian organizations. washes, and sanitizers was critical even real estate and brick-and-mortar though supplies fell low in the market. infrastructure. The impact of COVID-19 on health, economies, and markets is an unfolding The coronavirus crisis has helped Many of these changes are already story that is complex and fluid in shine a spotlight on the value that afoot, and organizations have been its ever-changing dimensions. One HR delivers in keeping employees in a constant mode of reinventing of the biggest visible impacts of the engaged, motivated, safe, and practically every process and virus has been on the organizations productive. However, the WFH policy. The silver lining to this and the nature of workplaces. As the concept and minimal staffing situation unprecedented health crisis is that coronavirus spread invisibly across are likely to continue for some time. organizations are finding new ways the globe, nation after nation has The very nature of the virus and its to become more productive with declared lockdowns, and organizations transmissibility have made it clear fewer resources. Doing more with have scrambled to comply with that social distancing is going to be less is the mantra in the post corona lockdown restrictions while striving the new normal for at least a year. world. When the world changed to keep operations going. Work-from- This implies that the pandemic practically overnight with the home (WFH) became the immediate situation will impact HR practices like coronavirus pandemic, organizations solution to business continuity. recruitment, onboarding, and learning did too. The industry is watching and development. Recruitment will the reinvention of the workplace Agility, creativity, flexibility - these focus on tech-savvy talent who can happening before our eyes. 41 December 2020 www.sightsinplus.com

Insights Kumar Mayank Top HR Tech Trends to Improving Employee Experience in 2021 According to research by Flexjobs, remote work grew by 44% in the last five years and 91% over the last 10 years. This indicates that remote working is largely embraced by almost every organization- from medium-sized enterprises to large multinational organizations. The biggest indicators have been recent developments like TCS announcing permanent work- from-home for most of their employees.While remote work offers a plethora of benefits, certain measures need to be taken by companies to boost team engagement and collaboration and facilitate an easy transition.  Given the unprecedented catastrophe that disrupted every aspect of human life, it would be imprudent to forecast the trends that would be dominating the future of HR tech. However, as we say goodbye to another year and hello to a brand new one, there’s one thing that is going to remain unchanged even in 2021 and that’s the use of HR tech in workplaces. The HR tech world is full of promises with some exciting trends in the pipeline for the year 2021. Kumar Mayank Founder - Zimyo Kumar Mayank, Ex-AVP Equitas, IIM-Lucknow, he specializes in product development and team building. His natural sense of innovation and expertise in product development sets him apart from most others. His passion and a firm belief in innovation, human rights and drive to build something unique led him to create Zimyo. 42 SightsIn Plus

Today, businesses have started to be taken by companies to boost managing employees. HR vendors acknowledging the value people data team engagement and collaboration must focus on reading the pulse of the can bring to them. Without any doubt, and facilitate an easy transition. market. Their pain points and tech the Covid-19 has completely reset the Traditionally it seems challenging solutions which can eliminate those work trends and business leaders are to carry out all these HR functions points should be the area where expeditiously turning to digital tools effectively. However, with the developing the right mix of HR to manage their workforce efficiently innovations in cloud-based human solutions, digital tools, unified and effectively. With that being said, capital management systems, remote employee engagement, and the HR world is evolving continuously location is no longer a bottleneck in performance management tools to and new functions are added to HR overcome core HR challenges. software to reflect those changes. Unlike the previous Thus, it can be speculated that 2021 generations, the Artificial Intelligence could be vastly different from previous millennial workforce as an Integral Part of years. And here are some of the major is more interested Modern HR HR trends HR technology analysts or in working on their pundits are anticipating in 2021. own terms and Over the past few years, Artificial conditions. This has Intelligence has become an Remote Working is forced HR leaders indispensable part of modern HR Here to Stay to adapt to the technology, which is dramatically evolving needs of the changing the way organizations According to research by Flexjobs, new generation of function. Organizations can use AI remote work grew by 44% in the employees. Over the algorithms to automate cumbersome last five years and 91% over the last past few years, we and redundant HR operations with 10 years. This indicates that remote have witnessed a the highest accuracy and speed. It will working is largely embraced by almost sharp spike in the eventually offer them enough time every organization- from medium- gig economy. to carry out more strategic and high- sized enterprises to large multinational impact tasks. Organizations have also organizations. The biggest indicators started deploying AI-powered HR have been recent developments tools to automate interview scheduling, like TCS announcing permanent provide continuous feedback to the work-from-home for most of their candidates, and resolve their queries employees. or concerns in real-time. This enables HR managers to spend more time While remote work offers a plethora converting candidates to hires. Some of benefits, certain measures need companies are using AI platforms 43 December 2020 www.sightsinplus.com

Insights Kumar Mayank to analyze employee data and Tech-driven HR through to offboarding. It has become generate actionable insights. Artificial Ecosystems Will Boost imperative for organizations to intelligence is slowly creeping into the Seamless Employee integrate these tools or technologies HR work sphere- it entails HR leaders Experience with their HRMS platforms to provide to upgrade their skill sets so that they a seamless experience to employees. By can leverage the prodigious benefits Over the past few years, organizations collecting and analyzing data around this technology has to offer. have started realizing the importance issues like employee sentiment and of creating a positive employee well-being, it is possible to evaluate the Data-driven HR is experience. Many HR vendors have impact of several business decisions More Important than taken initiatives to develop a tech- on the employees. This means that an Ever Before based self-service HR ecosystem, amalgamation of business rules, data providing holistic coverage of all the science, and machine learning software Gone are the days when HR touchpoints in an employee lifecycle. can take the employee experience to professionals used to make critical There are a plethora of technology another level. decisions based on relationships or solutions available in the HR space personal experiences. Today, HR is that cover the entire employee The Gig Economy is becoming more data-driven and there’s lifecycle, ranging from onboarding Experiencing a Sharp a lot of employee data, which when and career management to learning Spike utilized wisely can help HR leaders to and development and even right optimize their workforce and build Unlike the previous generations, the strategies that improve key people The new wave of millennial workforce is more interested metrics. The new wave of digital digital transformation in working on their own terms and transformation demands HR leaders demands HR leaders conditions. This has forced HR leaders to integrate data into processes so they to integrate data to adapt to the evolving needs of the can drive better workforce decisions, into processes so new generation of employees. Over productivity, and successful business they can drive the past few years, we have witnessed outcomes. Easy access to data can aid better workforce a sharp spike in the gig economy. HR leaders in making decisions about decisions, The rise in the gig economy makes the right time to hire by compiling all productivity, it imperative for HR leaders to bring of the costs that go into recruiting and and successful these diverse workers on one platform retaining each candidate. The use of business and manage their recruitment, data analytics to carry out major HR outcomes. performance, compensation, etc. more processes can help you assure senior effectively. This is where customized leadership that your recommendations HR tools come into the picture. From are based on data, not intuition. tracking leaves and attendance of the workforce to managing and retaining 44 SightsIn Plus top talents, HR professionals can carry out major HR processes without being physically present. The year 2020 has been a fantastic year for HR and HR tech startups. Businesses have already started embracing the new changes and now they are looking for solutions that would add value to their organization. Whether you resume working from offices or keep the work from home trend alive, digital HR tools will play a crucial role in workforce management and optimization. Things have changed drastically in 2020 and will continue to change in the coming years, therefore, it is prudent to stay informed of the latest so that you’re well-equipped to lead your organization in the right direction.

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Insights Shraddhanjali Rao Top 07 Shraddhanjali Rao HR Technology Vice President & Head –HR Trends for 2021 SAP India HR professionals to break away from known Shraddhanjali Rao, Vice President & boundaries and workplace norms to explore newer Head –Human Resources, SAP India. possibilities of our changed working realities with As the Head of HR for SAP in India, novel technological solutions at play. she provides HR leadership across the region for all entities including R&D, Although 2020 turned out This has sparked excitement for the Sales, and Services organizations, and is not nearly as planned, it gave New Year where we can continue to a member of the SAP India Leadership us something we didn’t build from our learnings to deliver Team. Shraddha has a Master’s degree expect. It challenged us as world-class experiences for our people, HR professionals to break away from with technology as our partner. Here is in Human Resource & Marketing known boundaries and workplace what’s in my list of Top 7 HR from T A Pai Management Institute & norms to explore newer possibilities of Technology Trends to look out for in Executive Management Program from our changed working realities with 2021  ISB and Harvard. Recently, Shraddha novel technological solutions at play. has co-authored a book \"Why Blend In When You Can Stand Out?\" to be released in Early January 2021 46 SightsIn Plus

1 Building a Digital are leaning towards having a diverse practices, rather than incremental Workplace mix of contractors, freelancers, and improvements. AI-powered HR tools full-time employees for better business are extremely useful in augmenting With the advent of COVID, outcomes. This will demand HR to analytics, leading to more intelligent most of us have already adopted to invest in the right tools &solutions that data-driven decisions. For example, seamlessly working from home and bring these diverse workers on one AI-powered recruitment tools can enjoying the freedom &flexibility platform and not only manage them, be programmed to be bias-free by that comes with remote work, thanks but also provide them with meaningful eliminating demographic information to organizations investment in the engagement, avenues to interact & such as race, gender, and age in the right tools for communication and exchange ideas and transparency to screening processes. engagement. What we will see more areas where they can contribute during in 2021 is this amplifying to foster their limited stint in the organization. 6 Wider Adoption of productivity with the adoption of NLP Solutions tools for effective & meaningful 4 Evolving Learning collaboration, both as an individual Culture Although NLP is still a new or a team. This is what would The average shelf life concept in the world of HR, this is one contribute significantly in building branch of AI that will be more sought a digital workplace that thrives with of relevant skills diminishing after in the foreseeable future. As a engagement transforming to become exponentially and the only way to business function that depends heavily more purpose-driven within the stay ahead of the curve is by learning on the way people communicate, HR organization. to learn new things. Creating just can use NLP to make better-informed learning platforms with curated decisions. For example, in the space 2 Redesign Employee learnings is unrealistic and ineffective of employee experience, this can be Experience if your technology does not provide used to provide advanced insights on for personalized & customized learning sentiment analysis and identifying areas Building positive& based on the individual’s career of conflict or disengagement that can meaningful employee experiences aspiration and development plans. be used to measure and design strategic to enable them through an adaptive Learning technology needs to be smart employee engagement initiatives work environment while reimagining enough to capture these aspirations and that drive purposeful engagement. their need of tomorrow is imperative push byte size and long-term learning for every strategic HR practitioner. in line with the evolving nature of 7 Technology Technology will only further this consumerism while also incentivizing Leveraged for experience by redesigning core learning to keep learners engaged.  Holistic Wellness HR, channeling the way for better foresight in recreating processes for 5 AI (Artificial Holistic wellness has been the ‘buzz’ a distributed work environment. For Intelligence) in HR topic for a while and gained more example in performance management, Most new-age HR traction during the pandemic. While technology can integrate real-time & HR colleagues have worked tirelessly continuous feedback while throwing technologies are no stranger to in investing and delivering on wellness insights into oversight performance, Artificial Intelligence, with whose initiatives for employees – playing management behaviors  and provide help caused further disruption in HR the hero can be exhausting. That’s recommendations to coach employees where investing in technology with a and leaders in the right direction. Building positive& more integrated approach in terms of meaningful employee physical, mental, and emotional health 3 Tools to Engage a experiences to enable is imperative. Along with gamification Gig Workforce them through an & incentivization of physical wellbeing, adaptive work there will be greater consumption of An additional outcome environment while tools & solutions contributing to the of the current working scenario reimagining their holistic wellbeing of employees.  has led to people looking for not need of tomorrow 2020 threw us a curveball nobody saw just meaningful employment but is imperative coming, but we surely hit back hard autonomy to work on their own terms for every towards the home run. The New Year & conditions, leveraging multiple skills strategic HR will only accelerate this journey of & competencies while enjoying this practitioner. making big bets on investing in the best flexibility. Although the gig economy solutions that will deliver experiences has been around for a while, these that truly matter while enabling a conditions have triggered a sharp spike workforce for the future. in this talent pool and organizations www.sightsinplus.com 47 December 2020

Insights Udbhav Ganjoo Work From Home 2021: Future Trends in Remote Work Employers will need to increase virtual social interactions at work, build in- person touchpoints and allow for flexibility to their employees as they work from home. organizations and individuals alike need to foster intentional engagement strategies to preserve employee engagement, social capital and Organizational Culture. Udbhav Ganjoo Work from home was earlier present to varying degrees in different industries depending on the business context, business operating model and Head of HR -Global technical readiness. However, the onset of the Covid-19 pandemic has led Operations, India, many organizations to have all or some of their employees work remotely during the pandemic. While Business and HR Leaders plan for the two key challenges Emerging Asia and Access ahead– how to manage remote working in the current uncertain conditions of today Markets at VIATRIS and how to best leverage remote work for their organizations in the future, a few trends are emerging which need to be taken into cognizance while determining the Udbhav Ganjoo is currently working as way forward. Head of HR -Global Operations, India, Emerging Asia and Access Markets at VIATRIS. Prior to this, he worked with Ranbaxy as Global Head of Human Resources, held various HR leadership positions of Head of HR for Global R&D, Global Manufacturing & Quality, and Corporate & Global Business Operations covering more than 132 countries. 48 SightsIn Plus

Future Trend#1 Hybrid Model of Working The pandemic has certainly upended certain assumptions about how work should be Future done, shifting employee preferences and organizational policies. Most respondents in Trends in a PWC Study[1] said that even post the crisis, they see themselves working remotely Remote Work for up to 1-2 days/ week. Future Trend Do you see yourself continuing to work remotely post crisis? 01Hybrid Model of Working I would like to but No, i prefer to Yes, up to 1-2 days Yes, up to 3-4 days Yes, i see myself 02Future Trend my employer will not work in an office a week a week working from home Enhanced focus on allow it. environment every day going Employee Wellbeing and forward Virtual Engagement There is a growing consensus that a Hybrid model of Working will gain currency, wherein a fully in-person and remote work will be two ends of a fluid spectrum of 03Future Trend options[2]. HR Leaders would need to use a task-based lens to determine what work can be done remotely and how often; for which a three-part ordered framework[3] CuPstroomceiszseedsHR might be useful: Future Trend • Feasibility: Determine if remote work is possible, for some workforce segments and industries, remote work is not possible wherein employees need to operate 04More Acceptance of equipment/ physical products or must interact face – to – face with customers. Using non-Traditional Workforces Remote Work Feasibility Future Trend#2 Ease of Not Possible Possible at a Cost Possible Enhanced focus on Employee Working Wellbeing and Virtual Remotely Engagement Example Assembly Line Sales Team Knowledge Workers Studies indicate that lack of social Segment Workers interaction during remote working Source Gartner can exacerbate feelings of loneliness and isolation. This coupled with the • Portability: Where remote work is possible, identify what work can be done blurring of personal and professional effectively outside the office. boundaries while working from home can significantly augment stress4. Below • Sustainability: Navigate follow-on implications for the organization; including are key mental health issues faced by policies, processes, technology and organization culture imperatives employees working remotely as per a PWC Study[1]: 49 December 2020 www.sightsinplus.com

Insights Udbhav Ganjoo What would impact your mental health if you were to continue working remotely? with employees choosing flexibility and income security from multiple Lack of social Feeling detached None Limited Unmanageable Other income streams over one steady job. interactions from the office Communication workloads However, concerns over data security and diminished employee rights need To combat this, employers will need to increase virtual social interactions at work, to be addressed. As Sarah Kessler notes build in-person touchpoints and allow for flexibility to their employees as they in her book about the gig economy work from home. Additional benefits including reimbursements for chairs/office (Gigged)[5]  – “the gig economy can equipment to be set-up at home may enhance focus and comfort. Most importantly, create opportunities for some people, organizations and individuals alike need to foster intentional engagement strategies but it can also amplify problems around to preserve employee engagement, social capital and Organizational Culture. insecurity, increased risk, lack of stability, and diminished worker rights.” Future Trend#3 Customized HR Processes Summary Standardized HR processes would need to be rejigged to meet the needs of a segmented workforce within an organization. For example, Virtual reality augmented The tragic context of Covid 19, has onboarding programs offer new hires a curated experience of the organization and catapulted a large proportion of the virtual tours of the office space can help foster a sense of connectedness to new hires. working world into an unprecedented IKEA is pioneering some of these initiatives with the aim of creating an immersive work from home experiment. Many experience for their new joiners. Similarly, Virtual Cubing helps enhance team benefits have emerged, including reduced connect and clear communication protocols help optimize productivity. commute times and fewer sick days[3], a wader talent pool for the organization Future Trend#4 More Acceptance of Using non- increased perception of autonomy Traditional Workforces and trust in the employer-employee relationship, and reduction in work- Over the past decade, numerous start-ups have pioneered the concept of freelance family conflict which can be attributed to jobs devoid of the rigid structure of traditional jobs. An extension of this concept increased temporal flexibility. However, enables workers to choose their work on a project-by-project basis, enabling them to certain early-stage challenges (such as best allocate time to their personal needs. Remote working may amplify this trend, a breakdown of organizational social structures, employee mental health, the challenge of preserving organizational culture and enabling technology), have emerged in this model which need to be successfully mitigated, both in the short term to support these flexible arrangements until large-scale vaccine distribution and effectivity is established and in the long term, to enable a Hybrid Remote Working Model for identified populations, which leverages the efficiencies of remote working and at the same time addresses the social and cultural nuances[6]. References: 1) PWC, The COVID-19 Remote Working Experiment 2) BCG, 2020, Hybrid Work Is the New Remote Work 3) Gartner, 2020, Remote Work After COVID-19 4) https://www.cfr.org/in-brief/economic- effects-working-home#:~:text=Remote%20 work%20has%20been%20 shown,between%20work%20and%20 home%20blurs. 5. Kesseler, Sarah; Gigged: The Gig Economy, the End of the Job and the Future of Work 6. CII – Talentonic HR Solutions (P) Ltd ;Whitepaper, Reimagining the Organization for the new Normal – Role of HR 50 SightsIn Plus