Suhasini L.Raj

Flights could not take off, banks could not function, hospitals could not admit/discharge patients, television channels could not broadcast and users could not send mails. All of these despite suppliers ready to supply product/service and customers ready to consume. One reason behind this chaos is a bug in a cyber Secutiry(?) software. This demonstrates the power of data and the cloud based software that manages the data. These solutions help businesses scale up, drive efficiency and enhance safety. This invisible giant runs most businesses. That is the power of these cloud based software. Today competitive advantage comes from these cloud computing softwares. Happy to be in one such business that helps hospitals enhance patient safety, drive efficiency and scale up easily

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Outstanding HR practices, one from each category, drawn from Indian companies: 1. Best Engagement Practices: - Infosys' 'iEngage' program: This comprehensive employee engagement initiative at Infosys includes a range of activities such as team-building exercises, wellness programs, and recognition platforms to foster a positive and engaging work environment. 2. Ethical Practices: - Tata Group's 'Tata Code of Conduct': The Tata Group is known for its strong emphasis on ethical business practices. The Tata Code of Conduct serves as a guiding principle for all Tata employees, ensuring transparency, integrity, and responsible decision-making. 3. Value Proposition in Business: - Aditya Birla Group's 'ABG Business Excellence Model': This model focuses on driving sustainable and profitable growth for the Aditya Birla Group by aligning employee efforts, processes, and strategies with the company's core values and value proposition. 4. Customer Loyalty: - Titan Company's 'Customer First' approach: Titan Company, a leading Indian watch and jewelry manufacturer, has a strong focus on customer-centricity. The company's 'Customer First' approach prioritizes understanding customer needs, delivering exceptional customer service, and building long-term customer loyalty. 5. Employee Freedom & Development: - Godrej's 'Freedom with Responsibility' culture: Godrej, a prominent Indian conglomerate, fosters a work culture that empowers employees with the freedom to make decisions and take ownership of their work, while also instilling a sense of responsibility and accountability. 6. Career Progression: - Wipro's 'Career Architecture' program: Wipro, a leading Indian IT services company, has implemented a structured 'Career Architecture' program that helps employees plan and navigate their career paths within the organization, supporting their professional growth and development. These examples demonstrate the commitment of leading Indian companies to fostering best-in-class HR practices across various aspects of employee engagement, ethical conduct, value creation, customer focus, employee empowerment, and career progression. These practices contribute to the overall success and sustainability of these organizations.

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Please click this link andregister: https://lnkd.in/gscapwBM to join the webinar! This 3 Episode Webinar Series delves into how one could build a Winning Workplace! 18th May - Deep Dive into Attrition Management. 24th May - Managing Leave and Attendance for Employee Productivity 29th - Correlation between Capability, Engagement & Productivity.

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As someone who has had the privilege of leading several HR initiatives for a global workforce across multiple geographies, EMPLOYEE WELLBEING is a concept that has evolved far beyond its original scope as it has become multidimensional. We are no longer just talking about health benefits or gym memberships—wellbeing is multidimensional, covering physical, mental, social, spiritual, and financial health. WORK-LIFE BALANCE is one of the most important elements. In a world where work can easily blur into one’s personal life, creating an environment that respects the individual’s need for downtime is crucial. This means both flexible hours & encouraging people to use their vacation days by normalizing the idea that it's okay to unplug. We also have to make sure that the wellness resources that we provide resonate with employees.  Creating a SUPPORTIVE ATMOSPHERE where not just managers, but peers support each other, is equally important. When people feel truly supported, they perform better. At the end of the day, employee wellbeing isn’t just a strategy—it’s a commitment to fostering an environment where people can thrive, both personally and professionally. Furthermore, when COMMUNICATION IS OPEN and COLLABORATION IS ENCOURAGED, people feel safer, happier, and more invested. Finally, EMPATHY is something we can’t overlook. Being there for your team, especially during tough times, goes a long way. Active listening, understanding, and being compassionate isn’t just a leadership tactic; it’s a necessity in today’s workplace. And the results speak for themselves: improved morale, stronger company culture, and yes, even better business outcomes. What steps are you taking to enhance wellbeing in your workplace? #EmployeeWellbeing #WorkplaceWellness #HealthyWorkforce

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Prioritizing Mental Health in Today's Corporate Life As we approach Mental Health Awareness Day, it's essential to reflect on the vital role mental well-being plays in our workplaces. In today's fast-paced corporate environment, the pressure to perform and the constant connectivity can often lead to burnout and stress. Why It Matters: Mental health isn’t just a personal issue; it affects productivity, creativity, and overall workplace culture. Companies that prioritize mental health see improved employee engagement, lower turnover rates, and a more innovative workforce. What Can We Do? Foster Open Communication: Encourage a culture where employees feel safe discussing mental health without stigma. Regular check-ins can help identify challenges before they escalate. Promote Work-Life Balance: Encourage employees to take breaks, use their vacation time, and disconnect after hours. A well-rested employee is a more effective employee. Provide Resources: Offer access to mental health resources, whether it’s through Employee Assistance Programs, workshops, or wellness days. Show your team that their mental well-being is a priority. Lead by Example: Leadership should model healthy behaviors. When leaders prioritize their own mental health, it sets a tone that encourages others to do the same. As we navigate the complexities of corporate life, let’s commit to creating environments where mental health is a shared priority. Together, we can cultivate a healthier, more productive workplace. #MentalHealthAwareness #WorkplaceWellness #CorporateCulture #EmployeeWellbeing

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The Exit of a key employee have a significant impact on team dynamics and hamper overall performance. Whether the exit is due to Resignation, Termination or Retirement, it often results in the loss of critical skills, knowledge and established relationships that are not easily to replace. The organization needs to handle resignations with grace, transparency and respect, which can help maintain relationships and preserve a positive employer brand.

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The concern that #maternityleave can pose a career threat for employees- Is this a reality or a myth to break? Very thought provoking data insights shared by Shilpa Khanna Associate Partner, DEI Practice Head & People Advisory Leader, Aon ,India which indicates 1 in 3 women face career setback post maternity. We, HR professionals and inclusive organizations strive to create environments where robust parental leave policies and supportive cultures help mitigate risks associated with maternity leave. I believe most of us work to address biases, ensure fair career advancement opportunities, and provide adequate support for employees returning to work. However, data shows continuous efforts are needed to improve and maintain these practices to support all employees fairly. Join Hands and Be Committed to ongoing efforts which are crucial in fostering an equitable workplace where employees can balance family responsibilities with career growth effectively. Let's hear from #workingmothers on their experience!! #TechHRIN #AON #Keynote #InspirationToAction #PeopleMatters #FutureOfWork #Diversity #Inclusion #VoiceOfWomen #Maternity

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📚 Question, Answer & Insights 📈 – An Ongoing Series Companies often find themselves grappling with these questions: 🔍 What can a "good" HR professional do for the organisation? 🌱 How does one identify and hire the "right" HR folks based on my company's growth trajectory? In collaboration with Pallavi Pandey, Ph.D. from Krea and Srikant Rajan, we embarked on a journey to find answers. We had candid conversations with senior HR leaders from diverse companies (global/Indian/startups and conglomerates) at various career stages. Our interview questions delved into: 💼 Career aspirations and learnings. 🔧 Evolution from tactical to strategic partnerships 🗺️ Advice for younger HR professionals on career navigation 🧗‍♀️ Reality of glass ceilings and ageism for HR professionals 👑 Aspirations beyond CHRO roles- Why not a CEO role? There were two major objectives of the study and analysis ✅ Help HR professionals navigate their career journey effectively ✅ Assist organisations in hiring the right HR talent aligned with their growth plans In a series of posts, we will deconstruct the evolving HR landscape. Each post will follow a simple format: ❓ Question: The question we asked HR professionals during our research 💡 Perspectives: Crowdsourced viewpoints from industry leaders, validated by research and expert opinions 🔎 Insight: A critical takeaway encapsulating the gist of the various answers ➡️ Next Question: A teaser for the upcoming topic We would love to hear more viewpoints. If you want to share yours, please write to me at [email protected]. #HRTrends #LearningJourney #HRInsights #Knowledgesharing #ContinuousLearning #HRjourney #HRcareers #leapinc #Learnwithleapinc #Leapincinsights #HRwithleapinc #humanresources #HR

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HR organisation in future corporations is one of the things Krish Shankar shares his perspectives about in the #futurefast podcast while in conversation with Nanjunda Palecanda P

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Perfect recipe for HR-achaar! A bridge too far? Few years back, I attended a meeting where the HR head presented his thoughts on a new people engagement strategy. It was detailed, data-driven, and incorporated the latest HR trends. However, as his presentation went on, I noticed furrowed brows and befuddled expressions of the line managers in the hall. During the Q&A session, one gutsy manager stood up and asked, "This all sounds great, like it did last year, but I am unable to see how does it help me with the daily challenges my team faces?" Those few moments of pin drop silence, before the HR head spoke again, struck me. Have you noticed that most of the ‘gyaan’ (aka insights) about people and team dynamics, especially on platforms like LinkedIn, comes from HR leaders? While there is no denying that HR as a function plays a crucial role in shaping workplace culture and people policies, it’s often the line leaders—those on the shop floors, managing teams day in and day out—who have the most direct and practical experiences of their people. Imagine the richness of perspectives if we heard more from the business leaders and managers who interact with employees on a regular basis. Their real-world views could provide genuine and firsthand insights into the nuances of team dynamics, employee motivations, and the everyday challenges faced by the employees. One of the biggest misconceptions in many organisations is the belief that the HR understands employees better than their direct managers. This illusion creates a disconnect, where HR sees itself (and is conveniently seen) as the sole custodian of people, rather than a business partner in supporting line leaders to manage their teams effectively. In successful and mature organisations, the HR strives to understand how to run the business WITH people instead of merely running people FOR the business. This involves real business partnering by collaborating more closely with line leaders, gaining a deeper appreciation of business operations, and leveraging this knowledge to enhance people experience and productivity. It's time for leaders to coach more HR managers to step out of their ivory tower and into the real world. By doing so, they can better support managers, foster a more inclusive culture, and ultimately drive organisational success through a more realistic approach to people management. Let’s hear more perspectives and insights on people from the line leaders. Together, HR can create a more balanced and effective approach to managing the most valuable resource - people. Let’s bridge the gap. #humancapital #HR #peoplemanagement #linemanagers #leadershipunplugged

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Performance Management Systems and Their Challenges In the last few months of my consulting work with medium and small-sized organizations, I have helped design and run performance management systems (PMS). During this time, I have made several observations and have a few questions for the HR community. As we all know, a PMS is used to manage human resources and talent effectively. Ideally, it should provide vital data about employees regarding their current skills, training requirements, areas for development, and rewards for previous year’s performance. Whether an organization uses a PMS system or Excel sheets, the challenge lies in utilizing the data after the announcement of rewards. Based on my experience with large, medium, and small organizations, 80% of organizations struggle to implement the process effectively. Managers or leaders often view this system as merely a mechanism for rewarding employees, leading to favoritism and biased ratings. When asked to assess their team's potential, managers are either reluctant or lack the necessary knowledge. Consequently, the reliability of data on training, development, and future role management is questionable. As a result, metrics like the nine-box Performance vs. Potential model are not as effective as they could be. While a few large organizations (just 10%) have mastered this art, the remaining 90% struggle with efficiency. In my observation, managers and leaders face difficulties in executing this process properly due to time constraints and concurrent business and operational challenges. Consequently, business agendas take priority, and PMS is rushed and compromised to meet HR deadlines. A common defect in most organizations is the lack of a proper organizational structure. Specifically, managers and leaders often have more than 10 direct reports, making it challenging to groom individuals effectively. A span of control of fewer than seven direct reports allow for better observation of behaviors and identification of development areas. The HR department can set processes and systems (software) for effective performance management, but it is the responsibility of each leader and manager to ensure its effectiveness and efficiency. Questions for the HR Community 1. Is your performance management system 100% effective in your organization? 2. What measures have you taken to address these challenges? Feel free to contact me at [email protected]  or call me at +91 9920550088 for any advice.

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PoSH Compliance: A Key Factor in Employee Satisfaction and Retention A workplace that actively prevents harassment and promotes respect is one where employees feel safe and valued. This directly impacts employee satisfaction and retention. Employees are more likely to stay with a company that prioritizes their well-being and creates a positive, inclusive environment. PoSH compliance is not just a legal mandate—it's an investment in your team’s well-being. #EmployeeWellbeing #RetentionStrategy #PoSHImpact

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 "Talent Acquisition excellence rests on four foundational elements: Speed to deliver, Quality to sustain, Data to strategize, and Diversity to thrive - with Cost optimisation being the force multiplier." ✨ Don't Choose but Orchestrate These Pillars for Sustained Organizational Excellence.   In my conversation with Vipul Mehrotra, TA Head Swiggy, I wanted to focus on his learning and get his perspective on his specialist career journey in the TA function. Vipul's candid input resonated with me. He said, "In your TA role, focus on being the best in your vertical rather than pursuing generalist roles. “I don't have to be the number one in HR (since TA roles up to HR), but in my vertical or scheme of things, I should be it.”   He also spoke about how embracing data literacy as a core competency in understanding systems and analytics is no longer optional; it's fundamental. “Focus on understanding data, which can help you become a great recruiter.” Regarding talent-related challenges, "Invest in growing talent rather than just acquiring it. "You have to invest in talent — the consulting industry can be a sourcing ground, but you have to invest in that.” On start-ups where he celebrates his 10 years, “I like chaos because I like to bring stability to such situations. As the head of TA, I work to bring structure around the chaos.” Think end-consumer first, "If your decision is good for the organisation, your stakeholder will eventually understand that and will be aligned with it.” 🤔 Question for HR and TA Leaders:  How do you orchestrate these pillars in your organisation? Which innovative approaches have you discovered to harmonize rather than prioritize these elements? #HREvolution #startup #CareerGrowth #StrategicHR #HRTrends #LearningJourney #HRInsights #Knowledgesharing #ContinuousLearning #HRjourney #HRcareers #leapinc #Learnwithleapinc #Leapincinsights #HRwithleapinc #HRwisdomchronicles #humanresources #HR Srikant Rajan Pallavi Pandey, Ph.D.

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32 people !! That’s the size of the larges team I have handled. Leading talent management and Organization Development across 10 countries, alongside HR responsibilities for 4 countries, demanded a delicate balance between assessing organizational design and prioritizing business needs as an HRBP. I interacted with a diverse group spanning ages 23 to 52, including single parents and caregivers scattered across various time zones. Encouraging my team members to interact with senior leaders and present their recommendations empowered them to shine independently, ultimately establishing credibility with key stakeholders. This assistance in building credibility with senior stakeholders within the business proved advantageous to me in two crucial ways: 1. Streamlining decision-making and expediting solution delivery. 2. Cultivating a strong sense of ownership throughout the implementation process. Based on my experience managing remote teams with diverse needs and spanning different time zones, here are some valuable tips: 1. Build Trust: Build trust and rapport with team members through regular communication, feedback, and recognition of their contributions. 2. Empowerment: Provide support and empower team members to take ownership of their work. Encourage them to voice their ideas and concerns, and provide them with the resources they need to succeed. 3. Encourage Flexibility: Foster a culture of flexibility and understanding to accommodate the needs of team members in different time zones. Encourage autonomy and empower team members to manage their own schedules and prioritize tasks effectively. 4. Promote Inclusivity: Be mindful of inclusivity and make an effort to include team members from different time zones in discussions, decision-making processes, and social activities

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In the journey of leadership, amidst the myriad qualities, there is one which stands out- 'the ability to ignite and nurture an inspiring vision.' 1. Most times this shapes the course of history, brings positive reforms and transforms aspirations into reality. 2. I feel- this also distinguishes extraordinary leaders from the rest. Who comes to our mind when we speak of such leaders? Nelson Mandela, Rosa Parks, Maya Angelou, Mother Theresa, Mahatma Gandhi, Barak Obama, Steve Jobs, Malaya Yousafzai, Martin Luther king, Abdul Kalam Azad, Kiran Bedi, Elon Musk, Oprah Winfrey... this list may be endless but the quality is one- an Inspiring vision!! 3. Leaders who go down in history are not those who use their authority/ power for personal gains or drive a biased perspective. 4. They are the ones who give us hope of a better inclusive #futuristic progressive tomorrow and encourage us to dream our biggest dreams. 5. They have the ability to transcend the present, guide positive action, and rally people towards a collective purpose. This very inspiration is what we refer to as 'finding purpose and meaning in everyday work.' 6. Finally... 'Inspiration' has the ability to transform a dull everyday to a daylight of fulfilment, joy and excitement. "None ever accomplished anything by virtue of a perspective, without the power of a collective voice." Hence, let me know your thoughts so we can build on this... #Leadership #Futuristic #Inspiration

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In today’s competitive business landscape, diversity and inclusion are not just moral imperatives—they are economic drivers. My latest article delves into the significant economic advantages of fostering LGBTQ+ inclusion in the workplace. From enhancing innovation and attracting top talent to boosting employee retention and strengthening brand reputation, inclusive practices offer tangible benefits that can transform businesses. Join me in exploring how embracing LGBTQ+ inclusion can lead to sustainable growth and a thriving work environment. Read the full article here: [https://lnkd.in/genQecem] #DiversityAndInclusion #BusinessGrowth #EconomicAdvantages#WorkplaceEquality Suresh Pattathil Nambratha CN Moumita Ghosh Kiran Mattam Gopinath Kesavan

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What entails an ideal workplace ??? ✅ Work life balance ✅ Good Workplace culture revolving around the basic premise of Respect ✅Transparent Employee focussed policies specially with regard to Performance appraisal and Career Progression ✅Continuous Learning ✅Open communication and 360 degree feedback mechanism ✅Enablers for work performance improvement ✅Positive and facilitative Leadership Are we working in an ideal workplace that has it all????

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