We then started looking internally if we have the right people for the roles and if they were clear of their roles and responsibilities. This was a transformation exercise for the organisation where we started engaging with the younger team members and training them to lead the functions in a few years. This was done with the intention of creating change agents that would drive a culture of performance and cohesiveness.

Another step in the transformation was to change the mind-set of the organisation from a manufacturing organisation to a sales driven organisation, which meant that manufacturing would produce what the customer wants instead of selling to customers what is being manufactured. This fostered a collaborative environment between sales and manufacturing, further driving the organization's growth.

During this phase, the HR team underwent expansion. We hired HR professionals and created tailor- made training programs for both sales and manufacturing teams, addressing their unique requirements and empowering them for effective contributions. From there till now, we have diversified into a large HR team managing HR Business Operations.

HR around the globe has gone through a transformation and the same holds true for us. We have automated our processes, strengthened our compliances and crafted our strategy to adapt to the new workways.

In response to the evolving business landscape and the widespread integration of AI & ML, we have strategically undertaken a three-pronged approach in shaping our HR strategy. Firstly, our talent acquisition strategy is focused on hiring individuals with a strong inclination towards technology, particularly younger talent. Engaging in campus hiring is instrumental in aligning our workforce with this strategic agenda.

These days, people are moving across Industries. Being rigid no longer works for organisations. Even in our approach to leadership hiring, we look at getting people who are more versatile, have a positive attitude and are a ‘people’s person’.

Secondly, we have increased the use of AI & MI tools. The goal of using these tools is to empower the individuals with data analytics so that they can take informed business and employee related decisions.

In HR, we have launched Somany Impressa Group’s AI enabled HR knowledge base and chatbot ‘HumTum’. This innovative system delivers real-time, conversation-driven responses to inquiries related to policies, processes, and more. Employees benefit from quick access to essential details, resulting in improved clarity and a more seamless experience with HR-related queries.

We are committed to fostering a dynamic work environment by incorporating regular surveys, like the 'Employee Pulse' Survey. These surveys serve as a valuable tool to understand the evolving needs of our employees. By gathering insights, we can proactively adapt and enhance our HR policies to better cater to their requirements and facilitate a more responsive and supportive workplace.

Lastly, we took steps to bind all employees to a common DNA to institutionalize the values of the Organization.

We remain committed to evolving alongside the HR landscape, ensuring our strategies resonate with emerging trends and the ever-changing needs of our workforce.

I believe success lies in being open to unlearning. It's about always being ready to let go of old ways. Learning should be a constant journey, no matter where it comes from, and we should take pride in it. In learning, there are no levels—everyone has something to teach and something to learn.

During my free time, I enjoy cooking, immersing myself in music through both listening and playing. Nature holds a special place in my heart, and I find often take to the hills to unwind and rejuvenate.