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Business & Strategy Conversation
Leveraging people analytics strategically to inform decisions during Covid-19 times
June 5, 2020
Kartik Kumar Former Head of Finance and Business Management, JP Morgan, India and Founder of Spice Quotient
Stela Lupushor Head of Reframe Work Inc, New
Aditi Tandon Head of HR at Ninjacart
Key Insights >
Future of Work: Capitalising on AI and analytics
Dr. Uma Ganesh Director Kalzoom Advisors
AI will create more jobs than it destroys—by 2022, though 75 million jobs are expected to be displaced by automation, 133 million new ones will emerge.
Business Strategies that will define People Strategies in H2, 2020
Naren RavulaHead of Corporate Strategy, Flipkart
Bejoy J. George Executive Vice President, HCL Technologies, Germany
How is HR leading the business transformation for COVID-19?
Nathan SV Partner and the Chief Talent Officer of Deloitte India
Anthony Joseph President of Human Resource, Hinduja Global Solutions
Dr. Uma Ganesh Director Kalzoom Advisors
Getting the pick of the crop – Recruitment post Covid-19
Manish Sabharwal Chairman and Founder of TeamLease Services Ltd
Dr. Ganesh Natarajan Chairman of 5F World
Sushmita Sinha Dixit Global Talent Acquisition Head of Talent Acquisition at Sterlite Technologies
Future of Work: Capitalising on AI and analytics
Dr. Uma Ganesh
Director Kalzoom Advisors
AI will create more jobs than it destroys—by 2022, though 75 million jobs are expected to be displaced by automation, 133 million new ones will emerge.
Shaping workplace learning strategies to regain business momentum
Carmistha Mitra Chief Learning Officer at Axis Bank
Veda Srinivasan Organization Development Specialist at Google, Singapore
Sameer Aggarwal Head of LinkedIn Learning Solutions, India
Leveraging people analytics strategically to inform decisions during Covid-19 times
Kartik Kumar Former Head of Finance and Business Management, JP Morgan, India and Founder of Spice Quotient
Stela Lupushor Head of Reframe Work Inc, New
Aditi Tandon Head of HR at Ninjacart
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Speakers & Contributors.
Nathan SV
Partner and the Chief Talent Officer of
Deloitte India
Nathan SV
Partner and the Chief Talent Officer of Deloitte IndiaHe serves on the Executive Leadership of the firm and has over 30 years of experience in HR management. He was acknowledged as one of the top 25 thoughts leaders in the Digital space by SAP and recognized as one of the top three Power Profiles in HR by LinkedIn for 2017.
Anthony Joseph
President of Human Resource
Hinduja Global Solutions (HGS)
Anthony Joseph
President of Human Resource Hinduja Global Solutions (HGS)President of Human Resource, Hinduja Global Solutions (HGS). As the Global Head of Human Resources, Anthony is responsible for developing and leading human resources strategy for the firm. In his illustrious career spanning 25 years, he has initiated and implemented HR best practices across global corporations like Deloitte Consulting, G.E. Plastics, Convergys and NSL Group. He has directly and indirectly been responsible for recruitment of over 10,000 employees across Information Technology (IT), Information Technology Enabled Services (ITeS) and Engineering & Manufacturing sectors.
Manish Sabharwal
Chairman and Founder
TeamLease Services Ltd.
Manish Sabharwal
Chairman and Founder, TeamLease Services Ltd.Chairman and Founder of TeamLease Services Ltd. Manish Sabharwal founded TeamLease, India’s largest staffing and human capital firm which hired 17 lac people over the last 17 years. Prior to this, Manish was the CEO of Hewitt Outsourcing (Asia) in Singapore. Manish is a Member of National Council on Skill Development and is on the board of 11 other companies. He has an MBA from the Wharton School.
Dr. Ganesh Natarajan
Chairman
5F World
Dr. Ganesh Natarajan
Chairman 5F WorldChairman of 5F World. Ganesh is the Former CEO of Zensar Technologies and Former Chairman NASSCOM. Dr. Ganesh has two significant corporate success stories to his credit – APTECH, a global training major which he led for ten years to leadership in India, China and thirty other countries and Zensar Technologies. In the last five years of his tenure, Zensar recorded industry leading growth in annual market value of over 40 % each year and became a leader in Digital Transformation and the subject of two Harvard Business School case studies. Dr. Ganesh has received the Distinguished Alumnus Award of IIT Bombay and serves on the board of multiple companies. He has authored nine books on leadership skills.
Sushmita Sinha Dixit
Global Talent Acquisition Head
Sterlite Technologies
Sushmita Sinha Dixit
Global Talent Acquisition Head, Talent AcquisitionHe serves on the Executive Leadership of the firm and has over 30 years of experience in HR management. He was acknowledged as one of the top 25 thoughts leaders in the Digital space by SAP and recognized as one of the top three Power Profiles in HR by LinkedIn for 2017.
Carmistha Mitra
Chief Learning Officer
Axis Bank
Carmistha Mitra
Chief Learning Officer of Axis BankChief Learning Officer at Axis Bank. Prior to this Carmistha served on the Board of Directors of Mahindra & Mahindra and is an alumnus of Coca Cola, Samsung and Hindustan Unilever.
Veda Srinivasan
Organization Development Specialist
Google Singapore
Veda Srinivasan
Organization Development Specialist, Google SingaporeHe serves on the Executive Leadership of the firm and has over 30 years of experience in HR management. He was acknowledged as one of the top 25 thoughts leaders in the Digital space by SAP and recognized as one of the top three Power Profiles in HR by LinkedIn for 2017.
Sameer Aggarwal
Head of
LinkedIn Learning Solutions, India.
Sameer Aggarwal
LinkedIn Learning Solutions, India.Head of LinkedIn Learning Solutions, India. Sameer is an alumnus of Hewlett Packard and Genpact.
Kartik Kumar
Former Head Finance and Business Management
JP Morgan
Kartik Kumar
Finance and Business Management, JP MorganFormer Head of Finance and Business Management, JP Morgan and Founder of Spice Quotient. An operating model innovator with 17 years of experience enabling $30 million revenues & $15 million efficiencies through a combination of architecting knowledge organizations, expanding Research & Analytics capabilities and running digital programs, his work experience has cut across investment banking, private equity, insurance broking and commercial banking. Kartik has an MBA from the University of Illinois at Chicago.
Stela Lupushor
Head of
Reframe.Work Inc
Stela Lupushor
Fidelity InvestmentsHead of Reframe.Work Inc, New York. Stela works with Fortune 500 corporation’s members to help them rethink their workforce strategies through people analytics and research. She has transformed the workplace at the intersection of technology, analytics, and HR, at Fidelity, IBM, PwC Consulting and more. Stela has been recognized as one of the Top 100 HR Influencers by Engagedly and one of the top 40 global Influencers in HR Tech by Digital HR Tech.
Aditi Tandon
Head of HR
Ninjacart
Aditi Tandon
Head of HR NinjacartHead of HR at Ninjacart. Prior to this, Aditi was Director of Performance and Rewards at Flipkart. She is an alumni of Microsoft and Aon Hewitt. She brings a wide variety of experience across different industries in both compensation and non-compensation roles.
Naren Ravula
Head of Corporate Strategy at
Flipkart
Naren Ravula
Head of Corporate Strategy at FlipkartHead of Corporate Strategy at Flipkart. Prior to this, Naren was Senior Director at Salesforce and NetApp and Associate Director at UBS. He has an MBA from the University of California, Berkeley.
Bejoy J. George
Executive Vice President
HCL Technologies, Germany.
Bejoy J. George
Executive Vice President HCL Technologies, Germany.Executive Vice President at HCL Technologies, Germany. Bejoy is currently responsible for driving investment-led growth initiatives including Mergers & Acquisitions, Product/IP carve-outs and acquisitions, etc. He graduated from the Indian Institute of Management, Bangalore.
Speakers & Contributors.
Nathan SV
Partner and the Chief Talent Officer of
Deloitte India
Anthony Joseph
President of Human Resource
induja Global Solutions (HGS)
Manish Sabharwal
Chairman and Founder
TeamLease Services Ltd.
Dr. Ganesh Natarajan
Chairman
5F World
Sushmita Sinha Dixit
Global Talent Acquisition Head of
Talent Acquisition
Carmistha Mitra
Fidelity Investments
Veda Srinivasan
Organization Development Specialist,
Google Singapore
Sameer Aggarwal
Head of
LinkedIn Learning Solutions, India.
Kartik Kumar
Former Head
Finance and Business Management
Stela Lupushor
Head of
Reframe.Work Inc
Aditi Tandon
Head of HR
Ninjacart
Naren Ravula
Head of
Corporate Strategy at Flipkart.
Bejoy J. George
Executive Vice President
HCL Technologies, Germany.
Dr. Pratap Kumar Sahu
Deputy Dean
School Of Pharmaceutical Sciences
Dr. P. Venkata Rao
President
Andhra Pradesh TPO Consortium
Dr. Binoy Matthew
Director
Centralized Placement Cell (VTU)
Dr. Jairaam B
President
Telangana TPO Association
How is HR leading the business
transformation for COVID-19?
April 10, 2020
- While ‘Social Distancing’ is the term of the hour, ‘Social Isolation’ can be terrible. HR needs to ensure employees’ emotional well-being. While working virtually, let’s focus more on the “connect” and less on the “correct”.
- HR needs to inspire business leaders to be caring, calm, and to focus on the big picture. Lack of information creates anxiety. Maintain consistency in communication to the firm.
- One of the biggest challenges right now is that many decisions are being taken on the fly. Encourage Leadership to maintain a ‘people first’ strategy. Think about how other extra costs can be optimized.
- Work hours for most of us have increased as we are always connected from home. It is really easy to have blurred boundaries between work and home.
- HR Analytics should continue to focus on capturing productivity stats.
- A range of new skill requirements will emerge with regards to people, audit, and cyber-security.
- An increase in Employee Engagement will be global. The delivery of it will be local i.e. customized.
Business Strategies that will define People Strategies in H2, 2020
June 19, 2020
- Government responses to the pandemic across the globe have been dramatically different. The “when” and “how” of their reactions has largely determined where their GDP will end up. The consensus right now is that FY 2021, India’s GDP will contract by ~5-7%.
- Most analysts expect a U shaped recovery in 2022 with a bounce-back of 6-7% GDP growth. India’s long term growth story therefore, is still projected to be strong.
- Banks and Non-Banking Financial Institutions were already under strain before the crisis and are constrained to offer customers credit due to NPA risk being high.
- India’s advantage is that its consumption is spread out across the country. Rural consumption is roughly 50% of the overall economy. These areas have been largely insulated from the Covid-19 impact as compared to the more densely populated urban areas. India’s biggest traditional industry, agriculture, is doing fairly well.
- Roughly 10% of the US land area contributes to more than 60% of the country’s consumption (concentration being on the East Coast and West Coast). The same phenomenon is true for China where ~30% of the land area contributes to close to 80% of consumption. In India however, the economic activity is more homogeneously distributed where the top 50 cities account for only 20% of consumption.
- The younger demographic, Tier 2 and Tier 3 customers will play a key role in determining our future strategy. By identifying trends in these segments, HR can influence overall business strategy.
- As HR professionals advising the business we need to understand the amount of cash reserves our companies have, how our sectors are performing, possible growth areas and our short and long term spending ability. Leverage this understanding to define H2 2020 HR strategies.
- HCL follow an EFCS policy i.e. Employees First Customers Second with a belief that if you take care of your employees, they will take care of their customers.
- The days of ‘Shareholder Capitalism’ are fading and being replaced with “Stakeholder Capitalism’, with employees being one of the key stakeholders. Employees will remember how they were taken care of during tough times.
Getting the pick of the crop
– Recruitment post Covid-19
April 24, 2020
- “The new narrative” is a popular new term but it is impossible to model what that narrative will be. The key is to be nimble. Recruiters should work with management to identify the different potential scenarios for their company and have a plan in mind for each scenario.
- Policymakers may have advised organizations to continue to pay salaries and keep their employees on the roster but this has posed a challenge to employers. Shareholders and banks don’t pay salaries, customers of companies do and customers across the world have come to a standstill.
- The typical employers in India are not large companies but rather 63 million other small enterprises, 98% of whom have less than ten employees. In fact, there are only 19,500 companies in India with a paid-up capital of more than 10 crores. We need policymakers to address both types of employers.
- 1 month of lockdown is a liquidity issue. 3 months of lockdown is a solvency issue.
- Approx. 44% of organizations in India have slowed down hiring. 28% are hiring and keeping a pipeline of candidates ready but not necessarily releasing offers.
- Just like the coronavirus attacks patients with pre-existing conditions, India has its own set up pre-existing conditions with regards to the formalization of processes, urbanization, financial planning, industrialization and skill development. A state with a 2,000$ per capita income cannot react the same way as a 50,000$ per capita income country. A policy window may open up to address labour, education, civil service and financial reform.
- Resilience is as important as performance.
- Diversity hiring is expected to increase. Focus on Employee Value Proposition for top talent will get more focus.
- Digitization of the workforce has been inexorable. However, 84% of digital transformation projects haven’t been as effective. The challenges have been in getting the process and culture fit right.
- WEF predicts that by 2025, 75 million jobs will be ‘displaced’ by automation and Industry 4.0. Added to that has come Covid-19, due to which the 190 million jobs will be displaced or lost (as per the ILO). This gives us 200 million+ jobs affected. Communication skills, adaptability, and ability to learn are key skills of the future.
Shaping workplace learning strategies to regain business momentum
May 15, 2020
- If you were to map companies on a bell curve, the ones in the middle (70% of firms) are likely to face tougher challenges. Large conglomerates (on one end of the curve) who have the ability to go digital, and start-ups (on the other end of the curve) who have the ability to be nimble, are forecasted to be successful post Covid-19 to 2035.
- Organizations that can dig deep and identify the micro-skills for the channels that are revenue-generating will survive and thrive. Learning teams will have to get to the bottom of each business vertical and understand critical roles and their associated skills across the value chain of their companies.
- Individual reskilling and business transformation are not two sides of the same coin but rather the same side. Upskilling and reskilling the front line of business should be top priority.
- LinkedIn has adopted a three stage model: Survive -> Adapt -> Thrive.
- There has been a 176% surge in hours spent on Linkedin Learning platforms post Covid-19. The most active demographic are CXO’s and senior leaders who have increased their usage by 226% from March to May.
- As hiring has been put on pause, many companies are leveraging internal mobility. To make internal mobility a success, TA and L&D are working hand in hand.
- Executive appetite to invest in digital learning has increased across the board.
- We use banking but don’t necessarily go to banks in person. In the same vein, we need learning but do we need large L&D teams? As learning has become more social, pervasive and digital, the identity crisis of L&D in some aspects has been brought into sharper focus. It is a hard question to ask, but worthwhile to ask it while we have the time.
- Identify your short term response and long term response. The short term response should be to pivot and address needs with speed. Keep communication lines with your critical clients open.
- Google leverages AI to observe and study employee’s calendar meetings to produce data on what type of learning should they focus on.
- Learning from peers is a strategy that’s gaining momentum. Axis bank has found it to be applicable, not preachy, and cost-effective with a multiplier effect. Google has launched G2G (Googler-to-Googler) to promote high-quality learning amongst peers.
Leveraging people analytics
strategically to inform decisions during Covid-19 times
June 5, 2020
- In 2019, the corporate industry’s spend in the digital and data space was in the range of one to two trillion dollars. 75-80% of these initiatives either fail or don’t efficiently meet their objective. Leaders should feel comfortable accepting that is a complex and difficult space.
- A 15% increase in ROI of your human capital can increase firm performance by 40%.
- When partnering with business leaders, understand their incentives (which could be monetary, branding, team positioning-related, etc.) and build your analytics story with these in mind. HR should treat the firm’s customers as internal clients. Study customer patterns and serve as an alerting mechanism to the business.
- Ensure that the data analysts in your team understand not just how to assimilate data but also how to make it attractive, simple, and less time consuming for your client. Succinctness is key.
- The shelf life of skills is dramatically reducing and shrinking. The availability of specialized and niche skills is increasing. The result is a reality distortion and a flourishing gig economy.
- The “ROI” question from business leaders has become far more pointed post Covid-19 and Recruitment gets a lot of scrutiny. Microsoft study the trend of college hires over their first three years and based on data, have created a profile of the type of candidate who would be successful.
- The revolution that happened in the consumer world (tools that know our preferences and interests) is coming to the workplace. With the economic, health, and social justice crises going on in the world, organizations now have the opportunity to create transparent, empathetic and human-centric designs focused on employee experience.
- Covid-19 has painted a mixed picture of employee experience and engagement measurements. Some organizations have found employees to be more productive while others are worn down by “Zoom fatigue”. Emails sent outside of work hours have gone up by 25-30%.
- Historical outbreaks have brought different stigmas to light (LGBT were blamed for AIDs, African Americans for Ebola, etc.). From Covid-19, there has been observed aggression towards Asian communities and older workforces are more likely to face layoffs.