Leadership

Are You In The List 2017 Winner: Anurag Shrivastava

Anurag Shrivastava from Vodafone wants to help build tools and create a culture for enabling the shift from Work-Life Balance to 'Work-Life Integration'.

Anurag Shrivastava | Manager – Business HR (Commercial) | Vodafone

Post my Graduation in Engineering, I decided to pursue my Post-Graduation in MBA-HR from SCMHRD. I joined Vodafone as a Management Trainee in 2014. In the last 3.5 years with Vodafone I have done multiple roles impacting the fields of Recruitment, Sales HR, Performance & Rewards. In the current role, I am responsible as the HR Business Partner for Commercial, where I am helping deliver on a Digital Savvy, agile and future fit organization in close partnering with the business objectives. This involves creation of Organizational structures, Talent movement and performance management in line with the evolving Business needs.

Prior to this, as part of the Performance & Rewards Lead for the AP circle, helped deliver on the Performance & Rewards for AP circle delivering on Analytics, Sales HR, HR Operations, Policies & benefits and execution of new Performance Calibration tool. During the first year, as a part of Cross-functional stint, underwent a sales stint gaining insights into the core S&D vertical. Post which, I delivered on a project in SNOC (technology backbone for Vodafone) on Pre-onboarding engagement and IT hiring strategy.

What differentiates me from others

The core differentiator I have is a combination of applying Design Thinking & ability to draw on parallel models coupled with a very close understanding of the business creating strong stakeholder connect. These skill sets ensure that I am not only a Business Partner but a co-creator with the Business on critical priorities, creating an environment and mindset of Win-Win scenario when entering a problem-solving discussion.

What is my biggest talent priority

The key forces driving the Talent Priority for me are the evolving Technological workplace platforms and Workforce demographics leading to their differentiated R&R requirements.

Hence, the key priority is to segment the talent approach basis role-skill match and create differentiated Rewards & Recognition and Development plans for each of these segments. As an example, focus on Skill Upgradation as a Reward for Critical Technical skill set individuals.

The one thing I will:

Change in HR: ‘One solution fits all’ for Talent Management & Performance Management (e.g. questioning the bell curve approach & moving towards pay for performance model) as Organizations move towards skill based roles from the standard vertical based organization.

Retain in HR: The growing focus on use of HR Analytics basis various available data points to impact people decisions from Reward & Recognition to Individual Development Plans. Such tools and models also provide on indicators for possible disconnect in the role-skill match and hence influence Talent Management & Development initiatives

This is how I will disrupt HR:

Help build tools and cultures for enabling the shift from ‘Work-Life Balance’ to ‘Work-Life Integration’. It is critical to ensure there are enough of Technological tools available & change management matrix in place to ensure fairness to the employee and manage associated stress to bring in the real benefits.

Here are the other winners: