Avijit Shastri Lead - Channel HR, Commercial Vehicles, Tata Motors
In his own words, this is what the ‘Are You In The List’ 2015 winner has to say about himself.
I believe in making HR relevant for business and that this can be achieved by a thorough business understanding. I have been working attuned to my belief in my role as Lead - Channel HR, Commercial Vehicles, Tata Motors. My long term aim is to use my professional experience in enhancing employability and skill development of the people of the country and unlock the talent quotient to leverage India’s demographic dividend.
Core differentiator: Result-oriented approach and successful experiences across a diverse organizational canvas
I have been able to blend my functional knowledge with my approach to deliver results. And I have been able to deliver results across business units (factories, customer facing units, corporate functions), levels of hierarchy (frontline factory, sales workforce and senior leadership team), and different locations within India.
Biggest talent priority: ‘Talent identification and talent development’ tools for the entire workforce
India’s top-end talent is surely world class. However, if we take a picture of the entire workforce, we have a lot of ground to cover on upgrading the overall talent quotient. Hence for me, talent identification and talent development tools which can be used at a scale for the complete workforce are the biggest priorities.
The one thing I will:
- Change in HR: The belief that HR professionals are not directly accountable for business results
HR is predominantly a service function; but this service function happens to be directly involved with people, their capabilities and their approach towards delivery – something which makes all the difference to business. So for an HR professional delivering a training program, the job doesn’t finish at the immediate feedback level but is extended to the program’s impact to business.
- Retain in HR: Viewing issues through the people lens
This comes naturally to HR and it must continue to view the people angle to problems.
My ideas to disrupt HR: Driving the mindset change
I plan to work actively towards changing people’s perception that HR cannot have a business impact. In my current role, I am responsible for training of 8000 + Sales workforce and 7000+ service workforce of Tata Motors commercial vehicle dealers. I have systematically evaluated the effects of these trainings on business results; and the metrics that I have used to evaluate it are sales conversions and customer satisfaction. I would like my peers in the fraternity to learn from such experiences.
Here’s the list of other winners:
JAY THAKKAR - Head - Compensation & Benefits and HR Operations, Aditya Birla Housing Finance Limited
NEHA SHARMA - Senior Employee Relations Manager, ICICI Bank
AMIT PAPNEJA - Manager-Field Readiness, Asian Paints Ltd.
NIRANJANA HARIKUMAR - Lead- Learning and Organizational Development, Piramal Group
AANCHAL BHUGRA KOTHARI - Senior HR Business Partner, Reliance Industries Ltd.
SOUMITRA ACHARYA - Head HR Analytics, Mahindra & Mahindra
KUMAR ABHIMANYU - Participant - Career Acceleration Program, Reliance Industries Ltd
ALI IMRAN SYED -Global Learning & Organization Development Manager, Avery Dennison
RICHA SINGH - Senior HR Officer, HPCL
VARUN TANDON - Associate Consultant, Salto Dee Fe Consulting
BHRIGU JOSHI - Head - Talent Management & Development, MakeMyTrip.com
SHAILY RAMPAL MISRA - Associate General Manager, HCL Technologies Ltd.
ABHINAV IYER - Senior Manager - Leadership & People Sciences, Wipro
BENJAMIN RAJKUMAR - Manager - Leadership Development, Titan Company Ltd
NEHA SAXENA - Senior HR Business Partner, Adobe.