At Fujitsu, we value the importance of our people and firmly believe that Healthy employees are productive employees.

Q.What is the value of Wellness of your workforce? What steps are you taking for it in your organisation?

At Fujitsu, we value the importance of our people and firmly believe that ‘Healthy employees are productive employees’. In order to implement this and promote a positive health culture, we have undertaken a couple of initiatives for our employees. The well-being program is one of the key initiatives undertaken by the HR team that looks at all aspects of an employee’s well being. Under this initiative, we conduct frequent health check-ups along with regular sessions by expert doctors from reputed hospitals at all our locations. Recently, we organized a ‘Wellness Week’ with a focus on activities such as CHAIR YOGA, and ZUMBA. In addition, two years in a row we have organized an activity titled the ‘The Global Challenge’ wherein employees are given pedometers to achieve at least 10,000 steps everyday within a stipulated time frame. We have received an overwhelming response from our employees, which has resulted in many adopting a healthier lifestyle and a decrease in stress levels for others thus increasing the overall productivity of the team.Initiatives like these make a big difference and ultimately prove that the employees’ well-being is our priority. Our aim is to enable individuals to feel more resilient and support them to cope successfully with both their personal and professional life. It is important for every organization to encourage healthy living because the employees are the key pillars of our organization.

Q.What is the importance of an inspiring workplace?

Employee engagement, Empowerment, Rewards, Recognition and Appreciation are the key factors that make an organization an inspiring place to work. In order to engage with our employees, we have undertaken various initiatives and ensured that we always keep a check of these elements. Leaders at Fujitsu always make sure that they meet and interact with the team members often to understand their perspective and help them grow professionally. Employees’ involvement in the creation of plans ensures that they understand what is expected from them and gives them clarity about their responsibilities. Besides this, we also aim to make our office an exciting and fun place where work. Every month, we organize events for our employees as per the engagement calendar, which includes quizzes, events to support sports and motivate employees’ wellness. We also conduct sports tournaments like the Fujitsu Premier League in cricket, a basketball tournament etc. We have been constantly working towards developing a workplace of trust and engagement and are quickly gaining recognition as one of the best ICT companies to work with.

Q.Can we leave an important decision, such as hiring a new employee to a Robot?

Going forward many things may go digital, however, the job roles that require soft skills such as communication, leadership, problem solving, collaboration cannot be replaced by robots. Robots can perform many tasks in an excellent way, however, it will be vital for companies to know and understand which tasks can be delegated to robots, and which ones need people. Companies can decide this by differentiating the rational and emotional elements. Robots can play a major role in extracting data from millions of CVs and can predict which job is the best fit for a particular job query. However, humans will remain at the heart of hiring..

Q. What are the challenges of working with millennials?

The millennial employees are well versed with the digital world and are expecting instant outcome, be it result, feedback or growth. They prefer doing meaningful jobs and make an impact by showcasing their skills. They seek challenge and excitement in their jobs, if the job fails to enthuse them, then they prefer looking for better job opportunities. Hence, it has become a challenge to retain the millennials. Once they observe that the work is getting mundane and their growth is limited then they look for better opportunities in order to avoid the sluggish route. Thus, it is very important for the companies to engage, encourage and guide them develop new skills and grow.

Q.What do you think are the expectations from a futuristic Chief Human Resources Officer?

The role of CHROs is becoming more complex and challenging due to the evolving expectations and scenarios that organizations are going through today. I believe, going forward, CHROs are expected to be People leaders as well as a Business people. Their participation is expected in the business planning, implementation, and growth. CHROs’ role holds immense scope in the future, as they understand the business imperatives and have the analytical mind-set to put the impact of HR initiatives into hard numbers.

Q.What are the best practices that CHROs are leveraging from Social Media for the right kind of hiring and recruitment?

Social media has revolutionized the way companies hire employees. It is helping organizations to promote vacancies, inform about job requirements for filtered searches and helps to engage with prospective talents in a better way. Similarly, it also assists candidates to look for job opportunities, engage in discussions about the vacancies, uploading their profile. Today, millennials require information that is relevant, effortlessly accessible, and engaging. Hiring through social media is not only cost effective compared to traditional methods, but also time saving.

Q.Explain the fine line between Talent Acquisition and hiring?

I believe Talent acquisition is strategic while hiring is tactical. Talent acquisition tends to emphasis more on long-term human resources planning and finding an appropriate candidate for the position while hiring is a narrow process that includes searching a candidate to fill a specific position for shorter term.

Q. How to keep your employees motivated in a crisis?

In order to keep employees motivated during crisis, companies should communicate and maintain transparency. Keeping the employees informed during crisis should be top priority of the management teams. If the internal stakeholders feel insecure or uninformed about an issue, then there will be a significant fall in the trust and assurance amongst employees. Addressing employees’ queries, keeping them informed about the truth and asking for advice will ensure your employees feel trusted and that their opinions are valued.