Keeping the Human Spirit Alive at Work: Shruti Tandon on blending technology and care

As algorithms increasingly dictate our daily rhythms and the spectre of artificial intelligence looms over every workplace, a fundamental question confronts business leaders and employees alike: Can technology truly humanise work, or are we surrendering the soul of our organisations to the efficiency of machines? As AI rapidly redefines roles, rewires workflows, and reimagines the boundaries of possibility, the tension between innovation and empathy has never felt more acute.

Few are better placed to grapple with these dilemmas than Shruti Tandon, Managing Director – People Enablement at Nagarro, a company that didn’t just ride the AI wave but helped chart its course long before it became a boardroom buzzword. Overseeing HR strategy across the “sunrise economies” of India, Sri Lanka, and Japan, Tandon sits at the crossroads of technology and humanity, navigating the complex realities of upskilling, inclusion, and psychological safety in a digital-first world.

In this candid conversation, Tandon offers a rare glimpse into how one of the industry’s earliest AI adopters is balancing the drive for relentless innovation with the imperative to keep work meaningful and people-centred. What emerges is a vision of transformation that is not just about smarter systems or sharper algorithms—but about creating workplaces where technology amplifies, rather than erodes, the human experience. Edited excerpts

My remit at Nagarro primarily covers India, which we categorise as one of our ‘sunrise economies’, but also extends to Sri Lanka and Japan. Additionally, I serve on Nagarro’s global council, contributing to the broader strategic direction of our HR function worldwide. This dual perspective—both regional and global—means my priorities must be deeply aligned with the organisation's overall trajectory.

At the forefront is the imperative to build robust AI capabilities across Nagarro. However, our approach is distinctly human-centric. We believe technology should be designed to empower people, not the other way around. This philosophy has shaped our journey from the very beginning: we were among the pioneers in establishing a dedicated AI business unit, well before the pandemic made digital transformation a universal necessity. For us, AI is not a novelty or a mere buzzword—it is a critical enabler for value creation, simplification, and personalisation throughout our operations.

The challenge now lies not just in maintaining, but in accelerating the pace of AI adoption at scale. This requires more than just technical implementation; it demands a cultural and behavioural shift. We are focused on anchoring change management initiatives that foster readiness and enthusiasm among our people, ensuring a seamless adoption of AI and that employees see it as an augmentation of their capabilities, not a threat.

Equally important is safeguarding our workforce's well-being amid this transformation. In such a rapidly evolving ecosystem, we are committed to transparency, trust, and inclusion—making sure that every individual feels supported and empowered to experiment, learn, and thrive. My team and I are invested in enabling leaders to become architects and role models for this change, promoting a culture where AI adoption is seen as a shared journey rather than a top-down mandate.

Ultimately, my priorities converge on one central idea: leveraging technology to humanise work, ensuring that innovation and empathy advance in tandem, and that Nagarro’s people remain at the heart of our digital evolution.

At Nagarro, digital transformation is fundamentally about people. Our ‘Fluidic Intelligence’ philosophy means we design technology to revolve around human needs, rather than expecting people to conform to technology. When it comes to AI, our aim is to augment human abilities, simplify work, and enable better decision-making—while ensuring that responsibility and judgement remain with our people.

Transparency and trust are essential; we make sure employees understand how AI is used and keep humans firmly in control. Our flat, collaborative culture also helps people focus on value creation rather than bureaucracy, making it easier to adapt to change.

A common mistake is to prioritise technology and overlook the human readiness for transformation. We believe successful change is as much about mindset and culture as it is about systems. That’s why we invest in reskilling, clear communication, and leadership that leads by example—so AI adoption feels natural, not intimidating.

There’s a common temptation to seek a neat formula or ideal ratio, but in reality, the balance between human and artificial intelligence can’t be boiled down to percentages like 50/50 or 60/40. Every organisation is at a different stage of its AI journey, with distinct needs, cultures, and objectives. The context—what you’re trying to achieve, and for whom—matters far more than any fixed metric.

Our guiding principle at Nagarro is to ensure that technology is always designed in the service of people. We view AI as a tool to reduce friction, support better decision-making, and enable individuals to focus on work that is creative, impactful, and uniquely human. Fairness and inclusion aren’t afterthoughts for us—they’re built into the design of our systems from the outset. At every stage, we ask: Does this solution empower our people? Does it preserve their autonomy and judgement? Are we being transparent about how decisions are made and how data is used?

It’s an ongoing, conscious process—one that involves regularly revisiting our practices as technology and our workforce evolve. We encourage open dialogue, solicit feedback, and ensure that our leadership models the approach we want to see: one where AI augments, not overshadows, the human touch.

Ultimately, the right balance isn’t about numbers—it’s about intention, transparency, and the willingness to continually adapt so that technology remains a means to human-centred ends.

For us, measurement starts with behavioural sentiment and adoption, not just surveys and data points. We blend quantitative data with continuous sentiment signals and behavioural insights, always anchored in our CARING core values. For instance, our ‘Happiccino’ team focuses on well-being and engagement—tracking new hire sentiments, community participation, and feedback on connection and clarity. We also use ‘Ginger AI’ to analyse interactions with digital tools: how much is self-service versus manual support, time saved, engagement with learning prompts, and so on. High adoption and reduced friction are leading indicators of people enablement. We triangulate these against external benchmarks, such as Glassdoor, to validate internal data. Ultimately, it’s about building an agile learning ecosystem and leadership that actively models the change.

The rise of AI has fundamentally reshaped our hiring philosophy. While we continue to value a strong educational background, we no longer see degrees from top institutions as the primary marker of potential. Instead, we focus on qualities like adaptability, intellectual curiosity, and the ability to thrive in ambiguity.

At Nagarro, we look for candidates who can solve problems creatively, learn quickly, and collaborate across diverse teams—regardless of where they studied. Our assessments are designed to identify these attributes directly, ensuring that anyone with the right mindset and skills has an opportunity here.

This shift from academic pedigree to real-world capabilities means we’re building teams that are not just technically proficient, but also resilient and ready to embrace change. For us, success in the AI era depends on people who can continuously learn, innovate, and add value in an ever-evolving landscape.

There is indeed a significant gap between what’s currently taught and the skills demanded by the AI industry—studies show that up to 65% of India’s workforce will need reskilling by 2030, with AI-related job demand far outstripping supply. While educational institutions are beginning to adapt, the pace isn’t fast enough to meet industry needs.

At Nagarro, we’ve taken a proactive approach. Our Campus Learning Programme engages fresh graduates even before they formally join us, providing mentorship and tailored AI-focused training. This early intervention means new hires arrive already equipped to contribute meaningfully from day one. Beyond entry-level talent, we foster a culture of continuous learning and upskilling across all career stages, ensuring our teams are always prepared to meet the evolving demands of AI and digital transformation.

Our approach to DEI extends far beyond just gender representation or visible diversity. Our core belief is that true inclusion means making distance and differences irrelevant between talented people, regardless of their background or identity. This philosophy is embedded at every level—from the way we design policies to how teams collaborate and how leadership opportunities are distributed.

A key focus for us is neurodiversity. Through our TestingPro initiative, we train individuals with autism and other neurodiverse conditions, equipping them with skills for successful careers in software testing. This programme, which began in Austria and has since expanded to India and Sri Lanka, has received international recognition and has helped place over half its trainees in quality assurance roles.

We also run initiatives such as ‘Glass Window’ and ‘Glass Lens’, which provide young female leaders and underrepresented talent with direct access to mentorship and exposure to senior leadership. These programmes aim to break down structural barriers and create real opportunities for growth, ensuring that diverse voices are heard and valued.

Importantly, inclusion is not an afterthought—it is woven into every stage of the employee journey, from hiring and onboarding to career development and promotion. As AI and automation become more central to our work, we are intentional about building fairness and equity into our systems, using technology as a tool to foster—not hinder—a culture where everyone can thrive.

AI’s greatest promise is its ability to remove workplace friction by automating repetitive tasks, freeing our people to focus on creativity, problem-solving, and meaningful collaboration. This isn’t just about efficiency—it’s about giving employees the space to do work that truly matters.

AI also enables us to hyper-personalise experiences at scale—tailoring learning, development, and well-being initiatives to individual needs. This helps employees feel valued and builds lasting trust and engagement.

Crucially, the way we implement AI determines its impact. If technology is designed around people, AI reconnects us to purpose and values. The biggest mistake is treating transformation purely as a tech project and neglecting the human journey.

When done thoughtfully, AI accelerates decision-making, enhances collaboration, and fosters genuine engagement. Used responsibly, it can make work more human—not less.