From support to strategy: Closing the HR leadership gap in India

Despite HR's increasingly vital role in business transformation and talent strategy, many organisations still treat it as an administrative support function. This outdated perception, combined with systemic issues in capability development, has created a widening leadership vacuum.

Several interconnected challenges contribute to the scarcity of capable HR leaders in India:

Gap in Strategic Capabilities: Many HR professionals lack the business acumen, data literacy, and strategic mindset required to partner with leadership on growth initiatives.

Weak Industry-Academia Collaboration: Current academic curricula often do not equip HR graduates with the practical skills needed for leadership roles.

Limited Global and Cross-Functional Exposure: A lack of opportunities for HR professionals to engage with international peers or participate in business-critical projects stunts their growth.

Perception as a Support Function: HR is still viewed in many organizations as a compliance or administrative unit, limiting its influence on core strategy.

Inadequate Investment in Capability Building: Organisations often underinvest in structured learning and leadership development for HR teams.

“HR leaders today need to be aligned with the organisation's vision and growth story; they must know about business, tech, and much more to think and act strategically," says Shilpa Kankaria, Executive Manager - HR Business Partner at Hexagon R&D India. "The demand for such well-rounded leaders often outstrips the supply.”

Shilpa also highlights a significant gap between academic curricula and the skills needed in today’s HR landscape. “Fresh graduates lack readiness for high-impact roles, and mid-career professionals find few opportunities to upskill for leadership,” she explains.

Yadhu Kishore Nandikolla, HR Director at Evernorth Health Services India, adds that the lack of business acumen and technological understanding often holds HR professionals back from becoming true strategic partners. "Additionally, without global exposure or cross-cultural awareness, HR leaders struggle to align with the needs of global talent strategies."

Gunjandeep Kaur, Director HRBP at Model N, echoes this concern, pointing to the operational focus, brain drain, and lack of mentorship as key contributors to the leadership shortage.

What organisations can do

To build the next generation of strategic HR leaders, companies need to take deliberate, future-facing steps:

• Structured Leadership Development Programs
• Design rotational programs across key HR functions.
• Assign cross-functional stretch projects.
• Early Career Exposure
• Recruit from top B-schools.
• Offer HR internships and trainee programs.

 Invest in Upskilling

• Provide training in analytics, digital HR, and business fundamentals.
• Encourage certifications like SHRM, People Analytics, and Agile HR.
• Embed HR into Business Decisions
• Give HR a voice in strategy rooms.
• Share accountability for business KPIs.
• Encourage Thought Leadership
• Sponsor HR professionals to speak, publish, and attend global forums.
• Create internal innovation sprints on people practices.
• Foster a Culture of Coaching
• Build mentoring frameworks.
• Enable reverse mentoring to bridge generation and tech gaps.

What the Industry Must Do

Collaborate Across Ecosystem: Industry bodies (NHRDN, SHRM, NASSCOM) should co-create HR development programs.

Strengthen Academic Partnerships: Align HR curricula with emerging needs (AI in HR, belonging, hybrid cultures). Facilitate live projects and internships.

Recognize Emerging Talent

Create platforms like "Top 40 Under 40 HR Leaders.

Celebrate HR innovation through awards and showcases.

Build Inclusive Career Paths: Promote alternative career journeys into HR. Support women leaders through returnship and sponsorship.

The Road Ahead

Tomorrow’s HR leaders must be more than people champions—they must be strategic architects, cultural stewards, and change agents. To bridge the gap, we need systemic, intentional, and inclusive investment in HR capability development. The future of work depends on how we build HR for the future of leadership.