Building a work culture that fosters diversity, inclusion, healthy relationships, employee well-being, and value-driven success is no easy task—but it's essential for retaining top talent. It takes years of understanding an industry, analysing talent trends and priorities, and, most importantly, a firm NO to a flip-a-coin or roll-the-dice approach. 

Wondering how to build such a great work culture? We learned from Dr. Neeta Pant, who brings both the insights and real-world experience to answer that question.

Dr. Neeta recently joined G.D. Goenka Group as the CHRO, bringing extensive HR leadership experience across education, healthcare, and financial services. Her work has earned her several accolades including the latest – Women of Substance 2023 & 2024. A strong advocate for workplace safety, Dr. Pant collaborates with NGOs in Delhi NCR to raise awareness on POSH and POCSO. Her academic credentials include a Ph.D. in Clinical Psychology, dual MBAs in HR and Marketing, and Master’s degrees in Psychology and English. She is also a certified POSH and POCSO Trainer, Soft Skills Trainer, Graphologist, and Executive Life Coach.

This unique blend of academic depth and real-world experience drives her commitment to creating workplaces where people—and performance—flourish.

In this exclusive interview, Dr. Neeta shared practical insights into building a happy and thriving workplace.

Q. Congratulations on your new role! As a strategic HR leader, can you share key milestones that have significantly shaped your leadership journey? What key moments significantly changed your approach to HR? 

Thank you so much for your wishes. My leadership journey in HR has been shaped by several pivotal moments:

Early Career Breakthrough – Starting my career at 17 in HR & Marketing laid a strong foundation in people management and strategic thinking. Within six years, heading the branch where I began taught me resilience, leadership, and business acumen along with honing my public relations skills.

Resuming My Career After a Decade-Long Break – This was a defining moment. Stepping back into the corporate world after a hiatus for family was both a challenge and an opportunity to reinvent myself. It reinforced my belief that adaptability and continuous learning are key to leadership.  My not being out of touch with the industry and continuous professional development even while sitting at home helped me immensely when I resumed work.

Transitioning into HR Leadership in the Education Sector – My role in leading HR for schools introduced me to a unique intersection of corporate HR and academic environments. Balancing faculty management, student-centric policies, and institutional strategy refined my approach to leadership.  Besides that, having a strong psychology background certainly help me establish myself as a guide, mentor and confidante to people I worked with.

Becoming a Certified POSH & POCSO Trainer – This experience broadened my perspective on workplace ethics, compliance, and safeguarding. It reaffirmed the importance of creating safe, inclusive workspaces, making it a core part of my HR strategy.  Personally I derive real satisfaction spreading awareness around safety for women and children through the sessions and workshops that I conduct and facilitate.

Multi-Disciplinary Education – My academic journey across HR, Marketing, Psychology, and Strategic Management has been instrumental in shaping a well-rounded leadership approach. Understanding human behavior through psychology and strategic decision-making through management studies enables me to drive impactful HR policies.

Key Moments That Changed My Approach to HR

• Moving from Operational to Strategic HR – Initially, HR was about recruitment, policies, and processes. Over time, I realised the power of HR as a strategic function that drives business transformation, talent retention, and organisational culture.
• Navigating the Pandemic – Leading HR during COVID-19 tested every aspect of people management. It reinforced the importance of empathy, agility, and digital transformation in HR.
• Championing Employee Well-Being & DEI – The shift from traditional HR to a people-centric approach—where well-being, diversity, and inclusion drive performance—has significantly influenced my leadership philosophy. I strongly feel that when employees fee they are well take care of, they stay, they belong!

Q. How do you envision fostering a culture of excellence and innovation at GD Goenka Group?

At GD Goenka Group, our legacy is built on academic excellence, innovation, and holistic development. As CHRO, my vision for fostering a culture of excellence and innovation revolves around these key pillars :

• People-Centric Leadership – Empowering educators, administrators, and staff with opportunities for continuous learning and growth. Encouraging cross-functional collaboration to share best practices and drive excellence goes a long way in retaining as well as hiring the right candidates.
• Innovation in Education & Work Practices – Encouraging technology-driven learning, creating an ecosystem where experimentation and creative problem-solving thrive and Implementing HR digital transformation for seamless employee experience and talent management, data-driven decision-making are some of the practices that I am focused on right now.
• Diversity, Equity, and Inclusion (DEI) – Building an inclusive workplace where diverse perspectives are valued, ensuring gender balance, equal opportunities, and cultural inclusivity is something that I am passionate about and would like to create an inclusive culture at GD Goenka.
• Employee Well-Being & Engagement – Prioritising mental health, work-life balance, employee centric policies, and recognition programs to ensure a motivated and high-performing workforce.  I strongly advocate and believe in taking care of staff’s wellbeing be it emotional, physical or psychological well-being.
• Agile & Future-Ready HR Strategies – Aligning HR policies with global best practices, upskilling employees for future challenges, and fostering a mindset of continuous evolution would be another focal point for me at GDG.
• Thought Leadership - Strengthening GD Goenka’s reputation as a thought leader in education by engaging with global experts and institutions.

By embedding these principles into our culture, we not only uphold GD Goenka’s legacy of excellence but also set new benchmarks in the education sector. My goal is to make GD Goenka a destination workplace for top talent while ensuring we continue to inspire and nurture future generations.

Q. You’ve been honoured with ‘Women Achiever Award – 2022’ and ‘Women of Substance – 2023 & 2024’. How have these recognitions shaped your journey as a leader? How can businesses create more equitable opportunities for women to excel in leadership roles?

These accolades are not just personal milestones; they are a reflection of the journey I have undertaken—one filled with challenges, learning, and growth.

For me, these recognitions serve as:

• A Testament to Perseverance – Resuming my career after a decade-long break was not easy. These awards affirm that resilience, passion, and continuous learning can carve paths even after detours.
• A Responsibility to Inspire – I see them as more than just honors; they are reminders of the responsibility I carry to uplift and mentor the next generation of women leaders.
• A Call to Drive Meaningful Change – They have strengthened my resolve to push for policies that empower women in leadership, ensuring that the next generation does not face the same hurdles I did.

Creating a More Equitable Landscape for Women in Leadership

Throughout my career, I have learned that talent is never the issue—opportunity and perception are. Businesses can bridge this gap by:

• Changing the Narrative – Understand that Women don’t need “special” opportunities; they need equal access and a culture that sees them as capable leaders, not exceptions.
• Providing Flexibility Without Bias – Career breaks, motherhood, or caregiving should not be career-ending. Organisations must embrace flexibility without penalising ambition.
• Creating Visible Role Models –Women in leadership positions need to be seen and celebrated so others believe they can do it too. Representation matters, certainly!

Just breaking the glass ceiling is not enough, removing it entirely, making leadership an open, inclusive, and empowering space for all would be my focus areas as a woman leader.

Q. As women continue to shape leadership and decision-making across industries, what key strategies should organisations implement to attract, retain, and empower top female talent—fostering a truly inclusive, equitable, and growth-driven workplace?

If companies truly want to attract, retain, and empower women in leadership, they need to move beyond just talking about diversity and actually create an environment where women can thrive. Here’s how:

1. Build a Culture Where Women Feel Valued - Women want to work in places where they feel respected, heard, and included. Organisations should actively call out biases, celebrate women’s achievements, and create spaces where their voices matter.
2. Provide Real Growth Opportunities - Women don’t just want jobs—they want careers. Companies should offer leadership programs, mentorship, and clear paths for advancement so that women don’t hit a glass ceiling.
3. Make Work-Life Balance a Reality - Many women juggle multiple roles—leaders at work, caregivers at home. Companies that offer flexible hours, hybrid work options, and strong maternity policies show that they truly support women, not just on paper.
4. Close the Pay & Promotion Gap - Equal work should mean equal pay and equal opportunities. Regular salary audits, transparent promotions, and ensuring women are represented in leadership make a big difference.
5. Create a Safe & Supportive Workplace - A workplace where women feel safe is non-negotiable. Strict anti-harassment policies, mental health support, and leadership that listens go a long way in fostering trust.
6. Measure & Improve - Companies should track how many women are in leadership, listen to employee feedback, and constantly work to do better—because progress isn’t a one-time effort.

When organisations truly support and invest in women, they don’t just help individuals grow—they build a stronger, more successful workplace for everyone. 

Q. How important is workplace flexibility (remote work, hybrid models, flexible hours) in retaining high-performing talent?

Workplace flexibility isn’t just a nice-to-have anymore—it’s a game changer when it comes to keeping top talent happy and motivated.

People don’t just want a paycheck; they want a life. Long commutes, rigid schedules, and burnouts, who wants them?  High performers know their worth, and if they don’t get flexibility, they’ll find a company that offers it.

People stay where they feel trusted. When they have control over their schedules, they’re more loyal and engaged.

When people work in ways that fit their energy and lifestyle, they get more done—without burning out. Parents, caregivers, and top performers all benefit from hybrid work, remote options, or flexible hours. Work-life balance isn’t just a buzzword—it’s what keeps people from walking away.

If companies want to keep their best people, they need to trust them, support them, and offer flexibility. Because work should fit into life—not the other way around.

Q. What are some common mistakes businesses make that lead to losing their best talent? How can they foster a culture that continuously attracts and nurtures high performers? 

When great employees leave, it’s usually not just about money—it’s because they feel stuck, overworked, or unappreciated. Here are some common mistakes businesses make that push top talent away :

• No Growth Opportunities – If people can’t see a future, they’ll find one elsewhere.
• Poor Work-Life Balance – Burnout happens when employees are expected to be “always on.”
• Bad Leadership – A toxic boss or micromanagement kills motivation.
• Lack of Recognition – Hard work should be noticed and rewarded.
• Unfair Pay – If employees feel undervalued, they’ll move to a company that values them more.

What we must do? - 

1. Trust our People – Give them autonomy and let them take ownership of their work.
2. Help Them Grow – Offer learning opportunities, mentorship, and promotions.
3. Create a Healthy Culture – Make employees feel heard, respected, and supported.
4. Recognise & Reward – A simple “thank you” or a promotion goes a long way.
5. Support Work-Life Balance – Flexibility and well-being should be priorities.

People leave bad cultures, bad bosses, and dead-end jobs. If businesses want to keep their best people, they need to invest in them, listen to them, and create a place where they want to stay.

Q. How can businesses make their hiring process more inclusive and appealing to diverse talent?

If businesses want to attract diverse talent, they need to make hiring fair, welcoming, and open to everyone. Here are simple ways

1. Write Job Descriptions That Attract Everyone – simple, neutral language focusing on skills and capabilities rather than degrees 
2. Look in the Right Places – Placing adverts everywhere and anywhere no longer works.  Strengthen your IJPs, Referral policies,  Partner with universities, diversity groups, and job fairs.
3. Make Interviews Fair & Friendly – Structured questions, diverse interview panel and flexible interview options – online/offline both.
4. Train Hiring Teams to Be More Inclusive - recognise and reduce unconscious bias. Ensure decisions are based on skills and potential, not stereotypes.
5. Offer Fair Pay & Flexible Benefits

If businesses want the best talent, they need to make hiring fair, open, and truly welcoming. A diverse workplace isn’t just good for employees—it’s great for business too!

Q. What advice would you give to HR leaders on building a strong employee value proposition that goes beyond compensation, ensuring long-term engagement, fulfillment, and retention?

If HR leaders want to keep great employees, they need to offer more than just a paycheck. People stay where they feel valued, supported, and inspired and I can’t stress it enough.  Here are some tips to build a strong Employee Value Proposition (EVP) that actually works:

1. Give Work a Purpose - People don’t just want a job—they want to know their work matters. Show them how they’re making an impact.
2. Help Them Grow - No one wants to feel stuck. Offer learning, mentorship, and career paths so employees see a future with you.
3. Respect Work-Life Balance - Long hours and burnout push people away. Offer flexible work, mental health support, and time to recharge.
4. Create a Supportive Culture - A workplace where everyone feels included, heard, and respected keeps people engaged and happy.
5. Recognise & Appreciate Effort - A simple “thank you” or a small reward goes a long way. People stay where they feel appreciated.
6. Offer Benefits That Matter - Beyond salary, think about what employees really need—well-being programs, parental leave, and professional growth.
7. Listen & Take Action - If employees speak up, show them you’re listening. Make changes based on their feedback.

Bottom Line is that - People stay where they feel valued, supported, and inspired—not just where they get paid. If you take care of your employees, they’ll take care of your business.