Chandni Narang | Manager – Org Design & Effectiveness | Flipkart
A B.Com graduate of Pune University and an MBA - HR 'by choice' from SCMHRD, Pune. I chose HR, though MBA finance would have been a logical move. It was my keen interest in individual and organization behavior with the strong business impact that drew me to this field.
I was part of RIL (Reliance Industries) for 5 years where I had the good fortune to collaborate with inspiring leaders and be a part of path-breaking projects such as HR transformation, employee engagement as a founder COE member and also explored the other side of the table as an HR business partner for the Petrochemicals sales business.
Currently, I am part of Flipkart as an OD professional leading all interventions that enhance overall organizational effectiveness and health such as talent management that includes HiPo management & succession planning; leadership capability development; org restructuring etc. Learning and experiencing different perspectives has helped me build a more holistic understanding towards the responsibility of an HR professional.
What differentiates me from others
I was given the title ‘Ms. Presence’ of my MBA batch - someone who can make a difference in their presence. I come from an Employee Engagement background where measuring sentiments, action planning, pulse check on perception and impact was BAU. This has truly helped me add the element of engagement in every profile I have handled, be it partnering or OD. I now have a seasoned approach towards 'pulling' employees to HR interventions rather than a one-way push which helps in bridging the gap between the value we think we add and what the employees actually perceive as meaningful.
What is my Biggest Talent Priority
My biggest talent priority would be Talent Management, which cuts across all functions of HR with a structured approach instead of a vanilla one size fits all strategy. It needs to have a razor-sharp focus on HiPos to engage, retain, build talent pipeline through succession planning and investing in your talent as one unprepared for exit leaves the organization in a lurch. This will not only help retain valuable talent but also attract future talent through an employee-centric brand perception.
The one thing I will:
Change in HR: Build enough credibility that will move HR from a support function to a business partner in the true sense with a say at the table for business priorities and decisions. After all, business goals are achieved through people.
Retain in HR: The constant strive to evolve with changing times. Employee engagement, diversity & inclusion, high focus on communication, social media for talent branding, data analytics are all developments of the recent past but are slowly changing the way HR works and adds value to the business.
This is how I will disrupt HR
Through objective ROI measurement of HR interventions on business & people metrics and putting data analytics at the core of every HR function.
Here are the other winners:
- Anurag Shrivastava | Manager – Business HR (Commercial) | Vodafone
- Divya Amarnath | Head – HR Services Delivery, India | Hindustan Unilever Ltd
- Harshil Sethi | Manager HR – International Business Unit | Asian Paints
- Kamiya Choithani | Sr. Manager – HR | Myntra
- Madhushree Mehta | AGM – OE & Change Management | Vodafone India Limited
- Natasha Boparai | HR Business Partner – GBS, IT, Global Functions | Boston Scientific Corporation
- Pooja Shetty | Senior Chief Manager | Aditya Birla Finance Ltd.
- Preetha Santhanam | Senior Manager – HR | Ernst & Young
- Saswati Subhasmita | Assistant Manager | Bosch
- Sneha Arora | Senior HRBP Consultant | SAP