In a world where artificial intelligence (AI) is rapidly transforming business functions, from operations to recruitment, it’s easy to get swept up in the buzzwords of automation and efficiency. However, for Rajita Singh, Chief People Officer at Kyndryl, technology is only part of the story. The heart of hiring—and leadership—still lies in human connection, empathy, and intentionality.

AI can assist, but it can't replace the human element

“AI is like Google Maps,” says Singh. “It gets you close to your destination, but you still need to look up, read the signs, and sometimes roll down your window to ask for directions.”

It’s a vivid metaphor that captures her fundamental belief: AI can enhance hiring, but it can’t replace human judgment. Technology can scan resumes, analyse patterns, and surface matches at scale. But real hiring—the kind that drives culture and business transformation—happens through conversation and intuition.

“You’re not just hiring a resume,” she says. “You’re hiring for presence, empathy, and intent.”

Singh likens recruitment to casting a play—not just finding someone who knows the lines, but someone who can deliver them with authenticity and purpose. "AI can’t tell you what makes a person smile, why they pause mid-sentence, or how they show up in a room. Those are human insights.”

Hiring for purpose, not just for performance

She says that “The race to the bottom is easy. The race to the top requires intentionality.”

At Kyndryl, intentionality means hiring with purpose, Singh emphasises, and it includes recognising non-linear career paths, welcoming second-career professionals, and going beyond surface-level potential.

“You need to value life experience as much as technical skills. Some of the most impactful hires are those who’ve taken unconventional journeys or are returning to work after a break,” she explains.

Building a three-lane talent highway

Kyndryl’s talent strategy resembles a three-lane highway: one lane for homegrown talent, another for external experts, and the third for early-career professionals—what Singh calls “those learning how to drive.”

The company’s globally aligned upskilling programs offer not just technical training but contextual business understanding—something Singh calls “core to human capital strategy.”

“These programs are shaped in real time, based on business needs, and are reviewed at the board level. Our early-career programs—apprenticeships and internships—help us integrate young talent early and accelerate their learning curve,” she says.

Beyond Paychecks: Cultivating meaning and belonging

In today’s talent market, Singh believes employees are no longer just looking for jobs—they’re seeking meaning.

“We’ve moved from being transactional to transformational. It’s progress with purpose,” she explains.

While compensation still matters, culture is increasingly the deciding factor for many job seekers. Kyndryl has invested in “ecosystems of belonging,” including affinity groups and employee communities where people from diverse geographies connect around shared interests and purpose.

“It’s not just about being heard—it’s about being seen, understood, and valued.”

Trust, flexibility, and volunteerism as culture catalysts

Flexibility is a key expectation, with 76% of job seekers prioritising it today. For Kyndryl, hybrid work isn’t just a policy—it’s a trust-based model.

“It’s autonomy and accountability working together. Flexibility means more than working from home—it’s about trusting people to deliver without micro-managing,” says Singh.

Volunteerism, once seen as a tick-box CSR activity, is now a vibrant part of workplace culture. “There used to be jokes about ‘forced volunteering,’” she laughs. “But now, people are passionate. They do good, they feel good—and that shows up in their work.”

Leadership for a new era: Clarity and compassion

One of the most powerful shifts Kyndryl has made is redefining leadership. Singh calls it the “two Cs” approach: Clarity and Compassion.

“Leadership isn’t about control. It’s about creating psychological safety—spaces where vulnerability isn’t punished but welcomed,” she says.

The organisation has moved away from rigid training calendars to a “pull model” of learning, where employees self-navigate through personalized journeys, supported by strategic partnerships.

“We’ve flipped the script. People don’t just attend training—they opt in, they co-create, and they grow in deeply personal ways.”

Workplaces where people belong

Singh leaves us with a poignant thought: “People don’t buy goods and services. They buy relationships, stories, and magic. And that’s what we’re building—a workplace where people don’t just work, but truly belong.”

In a time when organisations are racing to stay ahead of technological disruption, Kyndryl’s approach reminds us of something more enduring: that belonging, purpose, and empathy are not just good HR strategies—they’re essential leadership imperatives.