The HR Evolution Perspectives 2023: Empower and Evolve study, conducted by People Matters and Darwinbox, is one-of-a-kind research on prominent HR and business trends in Asia. With insights from over 1,200 HR practitioners, 350 CXOs and nearly 1,500 employees, this comprehensive report is the largest analysis of its kind for the APAC region. To contextualise the research findings, we are also talking to HR leaders from different organisations and discussing how larger people trends are dictating their HR and business transformation.

For this episode of Experts Take, we talk to Rajesh Jain, CHRO at Welspun Enterprises Ltd. A business-turned-HR leader with diverse experience in developing business strategies aligned with focused HR models, Rajesh specialises in driving business priorities and leading large-scale transformations through simple and effective HR interventions. Based on the interaction with Rajesh, this article will dive deeper into:

• Understanding HR’s role and purpose in broader business success
• How to integrate organisational agility with people flexibility 
• Communicating transformation and building value 

HR’s role in scripting business success story 

HR is the first growth driver as it identifies the skills and competency gaps pivotal for business continuity and future sustainability. The CHRO needs to actively intervene at every stage of business development and fill the human capital gaps that leaders encounter in achieving their goals. The other part of this equation is effective performance management, which can lead to better productivity, higher efficiency and stronger motivators for people to excel. HR leaders may look toward digital performance management tools as a support, but they need to build an environment where people are driven to do their best. So, HR’s role is to provide psychological safety to employees so that managers can harness people's performance.

Rajesh says that Welsupin makes a conscious effort to communicate and treat people in a way that engages them spiritually so that they feel connected to the organisation’s core purpose. Only when individual and organisational purposes align can there be better results and business success. For example, Rajesh explains that any new CXO who joins the Welspun group is shadowed for a month to help them assimilate into the company culture and experience completely. So, HR’s role is to empower people and leaders through policies and build experiences that connect all entities and stakeholders.  

Building organisation and talent agility 

The increasing integration of HR and tech paradigms can be overwhelming for HR leaders who focus excessively on trends and the latest developments. With AI and automation, the role of HR leaders has come into the limelight, as there is a greater focus on what humans can deliver. At Welspun, all roles have been segregated into the following categories:

• Judgemental: These include tasks and roles that require intangible judgement, human intellect and decision-making based on complex factors. For example, the hiring decision is based on the final interview, test assessment and personality fit. 
• Semi-judgemental: These tasks require standardised templates for actions and decision-making. For instance, evaluating the assessment response of a candidate for set technical tasks.
• Transactional: Operational roles that require minimal or no active decision-making skills. For example, scheduling an interview with candidates or sending them an offer letter.

Rajesh explains that Welspun plans to automate all semi-judgemental and transactional roles over the next five years to add more value to human decision-making processes. The goal, he says, is to move human capital to the roles they are meant for. This will maximise human intelligence while leveraging tech capability to provide maximum value for employees. A dedicated shared services team is actively working to convert manual processes into automated workflows throughout the Welspun Group. 

Driving technology transformation 

Sustained tech adoption is a challenge that all organisations grapple with, and one of the most practical ways to make headway in this direction is to demonstrate what you intend to achieve. For example, at Welspun, in addition to communicating change, there is an active engagement to let employees choose how to improve their roles and work output. This co-creation process ensures higher investment and participation from employees, and they become more receptive to implementing changes. Helping employees realise and visualise the benefits of any change is half the battle won, and this shift in mindset can be achieved through mentoring and co-creation. 

Learn more about the key priorities, strategies and challenges of APAC HR leaders. Download the full HR Evolution Perspectives 2023: Empower and Evolve report here.