Organisations must focus on building a team of future leaders: Rupal Rajal, Head – People Operations at Rupifi
Rupal Rajal is the Head – People Operations at Rupifi. Rupal heads the People Function at Rupifi and is part of the core leadership team at Rupifi. Having worked with Accenture and Kerry Group in the past, she comes with nearly a decade's experience in talent acquisition and employee management.
In this exclusive interview with People Matters, Rupal talks about great work culture, growth opportunities & rewards for employees, importance of recognition for exceptional work and much more. Here are some excerpts.
What does Employee Value Proposition (EVP) mean for Rupifi, and what drives your organisation’s decision to invest in it?
We have always believed that an ideal employee experience entails the image that the organisation consciously creates for its employees about their journey through all their touchpoints. Hence at Rupifi, from the day when we reach out first to the candidate to when they exit the company, we want candidates/employees to know and feel that we are a people-centric organisation and we value them. Offering them unique benefits, various career growth opportunities, rewards, and recognition for exceptional work, we always aim to provide our employees an ecosystem that fosters great culture and instil in them a greater sense of belonging for the organisation. By providing employees with seamless work-life integration, we aim to boost their morale and build a company which people love to work at. All these practices aim to not only ensure the retention of existing employees but also attract the best talent pool.
How do you define Employee Value Proposition (EVP) of your company – how is it unique for Rupifi? How do you create an employee value proposition for your organisation?
At Rupifi, our mission goes beyond work - our mission is to empower millions of SMEs with innovative credit solutions and revolutionising India’s growth story. We want to and are building a team that inspires change and makes an impact while we ensure financial, mental, and physical well-being, work-life integration, and respect for every individual. We want to encourage employees to bring their whole authentic selves to work and win as a team.
Why is “employee experience” (EX) important for HR organisations and business leaders?
As the primary brand ambassadors of a company, employees must be at the centre of any growing company’s strategy and a significant part of the strategy should be devoted to their well-being. Productivity of employees is directly linked to employees’ wellness and degree of happiness with their operational environment. Even if an employee has a brief stint with the company, iftheir experience was stellar at the company, they will only speak positively about the company. Hence it is critical to enhance and enrich employee experience for employee branding which will further help the organisation to attract and retain the right talent.
What is your organisation doing to reshape the employee experience (EX)?
We regularly have employee team connections and CEO meetings to ensure that employees are always in sync with the company goals and connect freely regardless of hierarchy. To have a better hold of employee sentiment we have periodic internal surveys throughout the employee lifecycle to offer opportunities that are commensurate with their vision. Open and transparent work culture is a must-have in organisations today and we ensure the same through open channels of communication and encouraging employees to voice their opinions.
‘Be Healthy and Happy’ is one of our core values with policies such as quality time off, no capping leaves and long weekend offs. We also provide ergonomic solutions for workstations to support employees who work remotely and have flexible work locations. Through all of this, we are aiming to create a strong culture that echoes with everyone as it forms the backbone of the company’s success.
Do you think employers should fight for employee satisfaction during the great resignation?
We believe that reason behind the “Big Quit” is mostly burnout and a desire to move to more stable yet exciting employment opportunities. Higher employee satisfaction in terms of culture and benefits can help retain employees and low attrition rates. We pride ourselves in providing lateral job moves, healthy work culture, creating fun experiences, and flexible work hours, which facilitates strengthening team connections and a feeling of job satisfaction in employees.
What practices at your organisation have the most significant impact on employee experience? Any specific guidance you want to elaborate on how organisations can improve employee experiences and achieve employee experience (EX) excellence?
We are building a team of future leaders. We do not believe in bureaucracy, there is complete autonomy which brings about a sense of ownership and responsibility. Every individual is on a mission to build Rupifi wherein their work is valued and impactful with right work-life integration and a culture that fosters innovation with inclusion.
Do you think that for better employee experience, important practices include regular and transparent communications from leaders, a well-defined company mission, and a culture that cultivates a sense of belonging and inclusion among all employees?
Workplace culture is nothing but the operationalising of an organisation’s values, making sure that everyone is working in unison towards one goal while enjoying the journey. Hence it is absolutely essential to have an open and transparent culture. An empathetic leadership which hears each and every voice enables to create a sense of belonging towards the company. Fostering open and honest communications in addition to respect for each individual and their work aids enhance employee experience.