In today’s dynamic business environment, organisations are realising that traditional levers like compensation and benefits alone are no longer enough to attract and retain top talent. People Matters spoke to HR leaders on how companies are increasingly adopting more holistic talent strategies focused on development, appreciation, and care — a people-centric trifecta that goes beyond transactional engagement. Watch the HRFolkTalk video here:

“Businesses need to go beyond conventional interventions,” says Harshavardhan Kundalkar, Chief People Officer at Daimler Truck Innovation Centre India (DTICI). “I believe the answer lies in a three-part model — D, A and C. D stands for Development, A for Appreciation, and C for Care. Companies must invest in developing their people holistically, create platforms to celebrate employee efforts, and show genuine care through well-being policies and flexible work arrangements.”

At Infra.Market, this people-first philosophy is reflected in every stage of the employee lifecycle. Sheetal Bhanot Shetty, CHRO, highlights that their attraction strategy is designed to be personal and inclusive. “From insurance and maternity benefits to parental care and festival celebrations, every initiative is built around making employees feel valued. We’ve observed that nearly 7% of those who leave end up wanting to return within four months — that speaks volumes about the bond we’ve created.”

As organisations continue to evolve, striking the right balance between technology and human touch has emerged as another critical theme in talent management. While artificial intelligence (AI) has revolutionised recruitment — from resume screening to skill assessments — experts agree that empathy and emotional connection remain irreplaceable.

“Would I want to be hired by a company that runs its recruitment entirely on autopilot?” asks Haarshvardhan. “Honestly, no. I would prefer a thoughtful blend — where technology aids the process, but human connection drives decision-making.”

Krishna Muniramaiah, Head of HR, APAC at Altimetrik, speaking from his experience, agrees. “We use AI in stages like resume screening and code evaluations, but we emphasize a strong human connection. Managers are trained to understand not just technical skills but also the aspirations of the candidates. That’s what helps us create a meaningful workplace culture.”

Sheetal echoes this sentiment: “AI should serve as an enabler, not a replacement. HR is deeply people-centric — candidates want to be heard and understood. At Infra.Market, 90% of interviews are conducted face-to-face, with a strong focus on culture fit and adaptability.”

Krishna outlines a strategic approach to workforce planning: “We start by baselining skills across the organisation, identifying future needs, and then bridging the gap through training and strategic hiring. This end-to-end model ensures we are ready for future demands with an agile, future-ready workforce.”

The consensus across leaders is clear: personalised development paths, empowered teams, and a strong sense of belonging will define the next frontier of talent strategy. As Sheetal aptly puts it, “There’s no one-size-fits-all solution. HR must understand the unique culture of the organisation and align it with the aspirations of its people. That’s the true fabric of a successful and sustainable organisation.”