The farm and tech sector is one of those areas where tech has a wider presence. Rajeshwar Tripathi EVP, CHRO, Auto & Farm Sectors, Mahindra & Mahindra Ltd in an interaction with People Matters sheds light on current and future challenges for HR leaders and suggests ways to overcome them.

How has the auto and farm sector evolved in terms of human resources practices in recent years? What specific challenges have emerged, and how have you addressed them?

In recent years, the auto and farm sectors have witnessed a phenomenal journey of evolution in their human resource function. This evolution can be categorised into three main areas:

Process: HR processes have seen a transformation, with a focus on becoming more sophisticated and efficient. Processes have been streamlined and made digital, leading to a paperless environment. From hiring to retiring, the entire employee lifecycle is now managed digitally, enhancing efficiency, and reducing manual efforts.

Technology and Digitisation: Significant changes have been made since 2013, when we embarked on a journey of leveraging technology and digitising our entire processes and workflows. We are pretty much paperless now (which is a hygiene practice these days). We do not have files on individuals anymore. In addition to the workflows, we have evolved our HR analytics to sophisticated levels.

HR Transformation: The HR transformation journey has focused on partnering with the business and adding value to both employees and the organisation, from attracting the right talent to retention, re-skilling, and upskilling employees. This entire piece of how HR contributes to the business has seen a significant change.

Despite these positive advancements, several challenges have arisen in the auto and farm sectors' human resources practices:

Increased Workforce Churn: The job market has expanded rapidly, resulting in more opportunities and choices for employees. Consequently, employees now exercise more freedom in their career decisions, leading to higher attrition rates. In many ways, this trend will be the new normal.

Skill Shortages: Finding individuals with the right skills and aptitude can be challenging, especially in the context of fast-changing business requirements and changes in product and technology. On one hand, there could be a situation of plenty, given the availability of human resources in our country, and on the other hand, finding the right talent is also a real challenge due to what I call artificial shortages in a few upcoming domains.

Preparing for the Future: The rapidly changing business environment, characterised by disruptive forces such as market shifts, product innovations, and technological advancements, has placed a focus on future-ready skills and organisational agility. Preparing the workforce for these changes and disruptions has become a critical challenge.

 To address these challenges, the auto and farm sectors have undertaken various initiatives:

Rather than viewing these challenges as problems, we see them as situations, and we must keep pace with the same. It is the change that needs to be embraced and we are doing everything to adapt to it. We do make it a point to anticipate and project the skill requirements as part of our strategic planning.

The focus on agility has become paramount, enabling us to adapt quickly to changing circumstances. This includes fostering a culture of continuous learning and encouraging innovation.

In a fast-paced and interconnected world, collaboration within and outside the organisation has become vital. We are increasingly partnering with external stakeholders to drive innovation, boost capabilities, and respond effectively to market demands.

Taking bold steps is another quality that we encourage in our workforce.  Investing in employee’s upskilling and reskilling has become a priority. Our key focus is to identify and bridge skill gaps through training programs that align with future business needs.

What strategies do you employ to attract and retain top talent in the auto and farm sector? Are there any unique approaches or programs you have implemented?

While there's no one-size-fits-all approach to addressing human resources challenges, certain strategies are universally applicable across functions and roles. Let me highlight some key points that is applicable across industries, including for us here at M&M:

Today, instead of solely focusing on industry-specific experience, we are emphasising relevant skill sets. This shift allows us to consider candidates from diverse backgrounds who possess the necessary skills, even if they have not worked in our industry before.

To ensure access to a broader talent pool, we are not only looking beyond our industry and exploring candidates from other sectors but also focusing on diverse talent. This approach opens new possibilities and brings fresh perspectives to organisation.

Recognising the importance of diversity and inclusivity, we are actively addressing biases in our hiring process. Whether it is age, gender, or ethnicity, we strive to eliminate bias and ensure equal opportunities for all applicants.

To tap into the young and talented workforce of the country, we have intensified our campus hiring efforts. We recognise the value of nurturing fresh talent, and our engagement with campuses has increased significantly in recent years.

By adopting these strategies, we aim to attract the right talent, foster diversity, and remain competitive in a rapidly changing business landscape. Our commitment to continuously improve our HR practices ensures that we can address the evolving challenges effectively.

How do you ensure a diverse and inclusive workplace within your organisation? What initiatives or policies have been successful in promoting diversity and inclusion?

Ensuring a diverse and inclusive workplace is a top priority for our organisation. We recognise the importance of fostering a work environment that values and embraces diversity, as it brings unique perspectives and drives better business outcomes. To achieve this goal, we have implemented various initiatives and policies to successfully improve gender diversity, inclusivity for the differently abled, the LGBTQ+ community, in addition to regional and ethnic diversity. By consistently prioritising and building a culture of inclusion, we strive to create a workplace that celebrates individual differences, promotes collaboration, and enables all employees to reach their full potential. We passionately believe that a diverse and inclusive workforce is fundamental to our success as an organisation.

In the context of technological advancements and automation in the auto and farm sector, how do you address the potential impact on the workforce? How do you balance the need for automation with the preservation of jobs?

Embracing technology at the workplace is inevitable, not only today but for times to come, and at a much faster pace. I believe we have done well in this area. The impact of tech on workforce can be viewed in three main aspects: the work content, skill requirements, and business processes. We redesign roles and focus on reskilling and upskilling to ensure our workforce stays future-ready, on an on-going basis. The simplification of business processes through technology is also a significant aspect of managing this impact. While there is no direct evidence to suggest a reduction in jobs, the focus on growth and productivity helps offset any possible negative impact on the workforce.

What steps has your company taken to promote employee well-being and work-life balance, particularly in physically demanding or high-pressure roles within the auto and farm sector?

The work-life balance definition and requirement in my view is different for every individual and it varies in different parts of the business. We find that providing flexibility to people for them to manage their personal lives and priorities is a good way to address this subject. We consider well-being also as a critical component of our employee support system.

What role does employee training and development play in your company's overall HR strategy? How do you ensure that employees have the necessary skills to adapt to changing industry requirements?

Employee training and development are at the core of our HR strategy. Skilling, reskilling, and upskilling are essential for keeping our organisation future ready. We have Mahindra Leadership University and Mahindra Technical Academy to cater to leadership development and technical domain areas. Our learning platform provides employees access to various learning materials. Personalized development through mentorship and coaching programs is also emphasized.

What are the key HR challenges you foresee in the auto and farm sector in the near future, and how do you plan to address them proactively?

Keeping your organisation future-ready, how to keep your people relevant in terms of changing skill sets and in the context of whatever needs to be done in the future, are you able to constantly reinvent yourself, unlearn and learn new things are the key HR challenges. In view of the disruptions, and dramatic change in the context of keeping yourself relevant, how you make yourself, people, and organisation resilient is something one should prepare for.