Today, more than ever, organisations are waking up to a simple truth — productivity isn’t something you squeeze out of people; it’s something you grow with them. It's not about pushing harder, but about caring deeper. When we prioritise humanity— empathy, flexibility, and well-being — we create cultures where people don't just work, they thrive. And in that thriving, real productivity takes root.

In an exclusive conversation with People Matters, Devika Tandon, Director of HR at Hilti India, offers a powerful look into how the company is redefining what it means to be a truly people-first organisation. From championing holistic well-being to embedding flexibility, trust, and care into every facet of work life, Devika emphasises that productivity and compassion aren’t mutually exclusive—they go hand in hand. And in a world of constant disruption, she believes that future-proofing HR is less about reacting to change and more about nurturing a culture where learning, adaptability, and belonging thrive.

Read the detailed interview here: 

Q. Today, wellness is considered a reward for employees. How do you ensure that well-being programs are accessible and effective for a diverse workforce? Also, how do you strike a balance b/w productivity and employee well-being at work?

Wellness is indeed a reward, but at Hilti India, we see it as a fundamental part of our commitment to being a ‘Great Employer for Everyone, Everywhere.’

To ensure our well-being programs are accessible and effective for our diverse workforce, we’ve designed initiatives like the Hilti 360 program, which goes beyond physical health to include mental, financial, and social support.

Through a dedicated app, all the basic and essential services are available with a single click like medical consultations, health checkups, discounted gym memberships, retirement planning consultations etc.

We also offer comprehensive health insurance that covers not just employees but their parents, spouses and kids, alongside policies like 9-month maternity leave, 6-week paternity leave over 6 months, adoption leave and creche allowances.

These benefits and arrangements cater to employees at all life stages, whether they’re millennials or Gen-Z.

Balancing productivity and workload management is also something that we’re equally passionate about and embed in our corporate culture. Our performance-with-care philosophy encourages employees to plan their annual vacations in advance and take regular time off.

For our field sales teams, the entrepreneurial model supported by mobile-enabled CRM and our Sales Management Process gives them the flexibility to manage their schedules from anywhere, ensuring they’re productive without burning out.

Along with this, the hybrid work arrangement and tools like cloud storage keep the employees well-connected with no delay in real-time work.

As part of our engagement culture, the offline field rides and regular team outings maintain that human connection, they also provide great fun and lighter moments beyond work. We believe in giving our people the tools to thrive professionally while feeling supported personally.

Q. As leaders revisit the debate on longer work hours, what do you think is the best way to ensure that employees feel valued and can meet goals without extending work hours or disrupting work-life balance?

I believe the debate on longer work hours misses the point - it’s not about how long people work, but how valued and effective they feel in that time.

To ensure this, we make sure that all important meetings are scheduled well in advance and calendars are blocked in a timely manner. This allows employees to plan their days and weeks strategically, ensuring they don’t have to work extra hours if they have other commitments.

We also ensure that they feel valued by putting them first through our servant leadership model and initiatives like Co-Create, where we provide employees with the opportunity to share their views and perspectives on important policies made at the organisational level.

Additionally, our annual GEOS engagement survey keeps us in tune with our employees’ needs, while our Sherpas, who are tenured culture ambassadors, coach them to be a part of ‘The Hilti Way’, work efficiently, and stay stress-free at work.

Overall, our hybrid work culture built on deep trust in our employees, has fostered an environment where we have proven that goals can be met efficiently when employees feel empowered, not overworked.

A testament to this is Hilti India’s ranking under the top 20 mid-sized ‘Great Place to Work’ organisations. 

Q.  How important are rewards and recognition initiatives to leadership compared to other key policies? Also, how can non-monetary rewards create meaningful recognition experiences for employees?

At Hilti India, rewards and recognition are a core part of our culture and strategy. Globally, Hilti's approach to total rewards is built on performance orientation, equity, and transparency, helping to drive employee engagement and business success. While we use market-competitive monetary rewards for tangible achievements, we believe meaningful recognition goes beyond just financial incentives.

Our "Memorable Moments" initiative captures this philosophy by celebrating not just professional accomplishments but also personal milestones like birthdays, promotions, and family events. Sending personalised greetings and thoughtful gift hampers directly to employees' homes—often involving their families—demonstrates our genuine care. For instance, we celebrate birthdays with personalised greetings that also serve as a reminder for a free annual health check-up for both employees and a family member. This thoughtful approach fosters a deeper sense of belonging and community.

Additionally, through "Spotified," our on-the-go recognition platform, we provide instant acknowledgement for contributions.

Quick, real-time appreciation has proven to boost morale and reinforce a culture of performance and care.

Ultimately, our recognition practices are designed to make every employee feel valued and appreciated, creating a work environment where people are motivated to give their best—not just because of a paycheck, but because they know they genuinely matter to Hilti.

Q. As a woman leader, what do you think industries still need to improve for true inclusion? Also, is DEI discussed enough beyond occasions like IWD or when big firms roll back their initiatives?

As a woman leader I’m proud that Hilti India is breaking barriers in the construction industry, especially in gender balance—we’re leading the way by offering women opportunities, particularly in leadership roles. Our comprehensive DEI policy, bias-free hiring and other initiatives show our commitment to inclusion for all, regardless of gender, age or background.

But across industries, I think there’s still work to be done—true inclusion means going beyond words to dismantle systemic barriers and turning commitment into action.

At Hilti, DEI isn’t just a buzzword for days like International Women’s Day—it’s a year-round focus. I’d argue it’s discussed enough within our walls because it’s baked into our culture of ‘Diversity of Thought.’

Among the various internal initiatives, one example is our ‘New Hire Women Integration’ which was launched in October 2024. This initiative addresses the challenges faced by the new women employees as they transition into their roles.

By connecting new hires with experienced OWNIT! Members (our internal Employee Resource Group), we provide mentorship to them and ensure they feel supported throughout their journey at Hilti. 

Q. How can employers redefine career paths in a world where skills are becoming obsolete faster than ever?

In a world where skills evolve rapidly, redefining career paths is about empowerment and adaptability—and that’s exactly what we do at Hilti India.

We believe that continuous learning and development is at the heart of our people and leadership philosophy.

There is a proven 70/20/10 model that shows individuals learn 70% of their knowledge through experiential learnings and assignments, 20% from developmental relationships with peers and experts and 10% from formal training.

At Hilti we give our employees the opportunity to learn using the 70/20/10 model. We offer solutions through self-guided learning coupled with virtual sessions where they engage with other peers.

We give our employees the freedom to chart their career journeys by seeking guidance from their team leaders having frequent ‘My Development’ discussions and planning their next role based on relevant skills.

After the employees are done crafting and finalising their ‘Internal Development Plan’, they get access to our  Leadership Academy Offerings to explore each of the relevant programs and assess the suitability to their own development needs and existing skillsets. 

Apart from this, our regular scenario-based workshops for leaders and field rides for sales teams keep their skills sharp and knowledge up to date. We ensure our employees aren’t just keeping up with change; they’re ahead of it, building careers that evolve with the times.

Q.  What emerging trends do you think HR leaders are underestimating today, and why do you believe they deserve more attention?

The world of work is evolving faster than ever before. One significant trend that often goes underappreciated is the increasing demand from Generation Z for personalised employee experiences.

Today's younger workforce expects more than just transactional interactions—they seek authentic guidance, meaningful career development and a deeper sense of connection with their organisations.

A recent Gartner survey revealed that 75% of HR leaders believe managers are overwhelmed, and 70% report their leadership programs are not preparing managers for future demands. These statistics underscore the urgency for HR leaders to address these emerging trends thoughtfully and strategically.

At Hilti, we've recognised this shift and proactively responded by enhancing our coaching culture. Our managers are trained not just to supervise but to coach—adapting their approach to each team member's needs and aspirations.

This approach has significantly improved engagement and retention, a success that is consistently reflected in our employee feedback. By developing leaders who genuinely invest in their teams, we create an environment where employees feel valued, motivated, and committed to their growth.

Q. Is there a way to future-proof your HR strategy against uncertainties like AI integration, evolving regulations, and changing workforce dynamics?

At Hilti, we believe that the key to future-proofing any organisation lies in its people. Our strategy is not merely about preparing for change—it's about fostering a workforce that is adaptable, curious, and committed to growth. We consistently prioritise hiring for learning agility and a drive to outperform because these qualities endure through changing technologies, market shifts and evolving regulatory landscapes.

By hiring and retaining people who are inherently agile, we ensure that our teams are not just surviving but thriving in a rapidly changing environment.

We also recognise that culture is the ultimate differentiator. While competitors may replicate products or processes, a strong, performance-oriented culture that balances care and inclusivity cannot be duplicated. During the COVID-19 pandemic, for instance, Hilti went above and beyond to support our employees — offering flexible work options, enhanced wellness resources and fostering open communication to ensure that our people felt genuinely supported during a time of unprecedented uncertainty. This experience reinforced our belief that a culture of genuine care and high performance is not just a competitive advantage—it's a necessity.

Ultimately, future-proofing HR is not a destination—it's a continuous journey.

By combining our commitment to cultivating adaptable, growth-oriented talent, a distinctive and supportive culture and intelligent technology integration, Hilti is well-positioned to navigate the uncertainties of the future while continuing to lead and innovate.