Our business both in the residential and in the business cities is embarking in a significant growth plan. This plan means we are going to grow in terms of scale, new markets and the way we conduct our business. We have strong aspirations as an organization and also we are governed by the vision of the Mahindra group.

Being a relatively young organization our priorities are mostly aligned to building the future of the organization, in terms of culture, capability and career planning and development. In the coming years we need to focus on equipping the team to be “future ready” and create a culture of shared purpose and accountability, and ensure we have the right people with the right skills to execute our business goals.

The time I dedicate to HR and talent management has increased significantly this year, as our HR focus in the past was more transactional and operation I did not have that much of personal involved. As we grow and as our priorities focus on building culture and team for the future the share of my time dedicated to talent has move today to around 25%. I feel that this time will increase even further as we move ahead in our growth plans.

The time today gets dedicated to identifying the structure we need for the future growth plans, looking specifically at roles and what capabilities are required while assessing the internal capabilities and planning for development on gap areas.
Around 25% of my overall performance is determined on the performance on people metrics. From identification of high potential, to involvement in their career planning and milestones and ensure that all key positions have a succession plan in place.

HR is transitioning from a transactional and operation group, to a strategic partner for the business. This shift does not happen overnight. In this transition, HR’s mandate is to evolve and grow their own capabilities to adapt to the required needs of the organization.