“I feel 26 at 62,” smiles Anuradha Das, reflecting on her recent onboarding at Jeh Aerospace, an aviation and aerospace component manufacturing company. “The energy, the welcome, the purpose—it all felt fresh and electrifying.”

In an exclusive interaction with People Matters, Das, Chief People Officer, opens up about building a human-first culture in a precision-driven industry, leading multigenerational teams, and why she believes empathy is still the heart of HR.

A Warm Welcome: Onboarding with Meaning

Das is clear: onboarding isn’t just a checklist. “It’s not about just handing over merchandise. A thoughtfully designed T-shirt can spark pride—but only if people know what it stands for,” she says.

For her, three things are non-negotiable: role clarity, emotional connection, and brand belongingness. When she joined Jeh Aerospace, the experience was personal and energising.

“They gave me a joining kit and took a photo. After doing this for so many others over the years, it was rejuvenating to be on the receiving end. It made me feel as young and excited as the youngest team member.”

Living the Values: Trust, Purpose & Precision

Jeh Aerospace, she says, walks the talk on values. Trust is not just a poster—it’s a practice. “We lead with trust, we put people first, and we ensure every voice counts,” she affirms. The idea of the “next customer” is deeply embedded—even employees who don’t face end-users are taught to recognize who they serve internally.

Another core value—‘Raise the Bar’—is inspired by the demands of aerospace engineering. “In this industry, even a single screw must be perfect. Our culture must match that precision.”

More Than a Job: Making Work Purposeful

What transforms a role into a calling? For Das, it’s capability building with a sense of mission. “When someone knows their job, wants to do it well, and is given the environment to thrive, work becomes enjoyable,” she says.

At Jeh, growth isn’t limited to vertical moves. The company promotes horizontal learning, role rotations, and structured capability pathways to keep employees engaged and future-ready.

Rewarding Talent with a Long-Term View

Despite being a startup, Jeh Aerospace has made bold moves in its reward strategy. “We’ve moved toward flatter hierarchies, created band structures for growth, and tied rewards to performance,” says Das. But what excites her most is the launch of ESOPs.

“Our people are not just employees—they’re co-owners in our journey.”

Human-First Leadership in a Performance-Driven World

Das defines herself as a creator, evangelist, and change initiator. And while Jeh Aerospace is scaling fast and digitising processes, she insists on keeping empathy at the core.

“We’re reducing bureaucracy, benchmarking rewards, and embracing tech—but never at the cost of our people.”

Generational Harmony Starts with Conversation

With a multigenerational team, communication is key. “I’m probably three generations ahead of many in the team. But we don’t just communicate top-down—we also listen upwards,” she says.

She credits Jeh’s collaborative culture with fostering mutual respect, where strategic decisions are made together.

Das is equally proud of the regional and cultural diversity within the organisation. “Inclusion isn’t just about age or gender. It’s about welcoming different traditions, languages, and ideas. That’s how you enrich an ecosystem.”

Reinvention, Not Just Return: A Comeback with Courage

Das’s leadership is shaped by a deeply personal journey. After taking a more than 10-year sabbatical for family, she rejoined the workforce in 2000. But instead of picking up where she left off, she chose to reinvent.

“I was out of work, but never out of business,” she says. During her break, she read, studied, and taught herself computer basics.

“By the time I returned, the workplace had transformed—ERPs, automation, digital tools. But I was ready.” Her message to women contemplating a break? “You can step away—but don’t disconnect. Keep learning. Keep updating. Like our phones, we also need regular updates to stay relevant.”

The Core That Never Changes: The Human in HR

While HR has evolved—from a “personnel department” to a strategic, data-led business function—Das believes its soul remains intact.

“We now partner with business, we look at analytics, we influence decisions. But the humane aspect—the empathy, the well-being, the care for people—that’s always been central. It still is.”

As Jeh Aerospace aims for the skies, Das is ensuring its people are just as uplifted. “When you build a place where people are seen, heard, and challenged, work stops feeling like work. That’s the kind of culture we’re creating at Jeh.”