Sudipto Kar | Senior Manager | Tata Sons
Post my engineering I worked with TCS for three years in technology development. Even though the role was very exciting and gave me a lot of authority, empowerment and team management experience, I always felt an MBA degree would help drive my career better. Also, I am born and brought up in Jamshedpur hence XLRI has always been my dream institute with the PM&IR program being the coveted program. Hence when I wrote XAT and got an admission acceptance email from XLRI, I jumped at the opportunity and took the plunge into Human Resources from Technology. Eventually both combined together in my current role at Tata Sons.
Points of differentiation
At Group Human Resources in Tata Sons, I work on Board Effectiveness and Organization Effectiveness. A key role I play as a part of the Organization Effectiveness team is digital transformation of HR processes at a company and group level. In today’s world every activity can be enabled and more impactful by leveraging technology while the human element in the center. Prior to my MBA, I have done my Engineering in Electronics and Instrumentation and have also worked with a TCS as a technical lead. My background in engineering and my in-depth understanding of technology is a key skill that differentiates me from the rest of the team. Due to this I can drive the digital transformation agenda for the organization and group more effectively at Tata Sons.
Biggest Talent Priority to solve
The knowledge, skills and competencies needed for driving organizational goals have begun to evolve at an unprecedented pace. The deployment of technology and digital solutions has further intensified the impact of this change. However, the rate at which the workforce is being currently upskilled and re-skilled is unable to match-step with this evolution. There is a pressing need to identify the relevant skills of the future and create an ecosystem that enables rapid skill building, while encouraging a ‘growth mindset’ across the organization.
The one thing I will retain in HR
While there is much said about the role played by HR in the war for talent, there is an equally significant part the function plays in building the desired culture in an organization – a culture that can enable the war for talent to be won. HR professionals play a key role while acquiring talent, especially those who shall be the next generation of leaders in the organization and shall set the tone at the top. Ascertaining a cultural-fit while assessing competence continues to be critical. Whether it is in the form of the policies and processes that function defines or the ways-of-working it endorses or the strategic initiatives that it partners with the business to drive, the HR function’s role in defining and forging the organization’s values and behaviors cannot be underscored enough.
The one thing I will change in HR
There is need for the HR function to be more data-driven in approach when identifying and enabling strategic people decisions. Greater focus on leveraging analytics and technology while ensuring emphasis on the human experience will be critical. As HR practitioners begin to build a stronger connection between the business context and the people priorities, they shall be better positioned as an equal partner in driving organization success.
Vision for HR's future growth
The key role played by the Board of Directors in an organization is to review and guide corporate strategy and business plans; set corporate performance objectives; oversee major capital expenditures, acquisitions and divestments; and provide strategic guidance to the company. Today, the HR team plays a key role in supporting board decisions through data. However, the future for HR is to have seat on the Board of the organization. This will change the way how the HR Head will play a key role in guiding and driving corporate governance decisions for the organization. Every decision on business strategy, business plan, acquisition, and divestment etc. will be taken considering not only financial economics but also human economics.