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Recently honored as the Future HR Leader of The Year at the BW People HR Excellence Awards 2024, Sumit Taneja, Vice President of HR at Wipro, shares his journey which stands as a testament to the power of embracing challenges, driving outcomes and continuous learning. In this discussion, he shares insights into his career, the future of HR and the qualities that aspiring HR professionals need to succeed in a dynamic landscape.
How do you envision the role of HR evolving in the next five to ten years and what skills do you think will be crucial for future HR leaders to possess?
Looking ahead ten years, the role of HR will undergo significant changes, driven largely by advancements in technology. AI will be highly mature by then and will handle most operational HR tasks that do not require human subjectivity. This shift will free up HR professionals to focus on more complex issues that demand a human touch. Additionally, reliable data and information will be readily available to everyone, allowing employees to access comprehensive benchmarks on companies, including their culture and growth prospects, at the push of a button. We will also be dealing with a much younger workforce that has grown up relying heavily on technology. This generation will be more knowledgeable about gadgets and tech than about interpersonal relationships. In this future, HR leaders will need to have a deep understanding of technology and how to leverage it for their function’s advantage. They will also need to be experts in building company culture, solving problems and driving change. While AI will simplify many aspects of HR, the human elements—like navigating complex organisational behaviors—will still require skilled leadership. Additionally, future HR leaders must be lifelong learners, continuously adapting to the changing context.
What do you believe were the key factors or initiatives that contributed to you receiving this award?
I'd say luck played a big role! But as the saying goes, "Fortune favors the bold." While luck is certainly a factor, several key elements have helped along the way. Embracing new challenges has been crucial for me. Taking on different projects has not only pushed me to learn continuously but also helped me build a broad set of skills that have proven valuable in my career. Working at an Indian HQ company like Wipro has been another significant factor. The scale, empowerment and impact at Wipro are far greater than in many other organisations, providing me with opportunities to contribute meaningfully. Additionally, my focus on outcomes and execution has deepened my understanding of the domain, allowing me to grow professionally and ultimately leading to this recognition.
How do you balance the needs of the employees with the goals of the organisation, especially in times of change or crisis?
Balancing the needs of employees with the goals of the organisation, especially in times of change or crisis, requires a clear understanding of non-negotiables. It's essential to establish what is non-negotiable for employees—for instance, even in a crisis, you cannot compromise on employee safety, be extravagant with bonuses, or decide whether to build talent internally or replace it. Once these non-negotiables are set, swift action is needed to manage the crisis effectively while ensuring the long-term well-being of both current and future employees. These non-negotiables are deeply rooted in the company's values, and while there may be some noise, especially if the crisis is unique to your company, staying focused on what must be done is essential to achieving a fundamental shift and overcoming the crisis.
What steps do you take to ensure continuous learning and development for yourself and your HR team?
Like everyone, I attend learning programmes, take classes and read. However, I firmly believe that for learning to stick, you need more than just theoretical knowledge. The key is to apply what you've learned in a real-world project. My approach to continuous learning involves dedicating 10 per cent to 20 per cent of my time—and my team’s time—to learning something new. We start with a project or an outcome in mind and then identify the theoretical knowledge we need to achieve it, rather than the other way around. This approach ensures that learning is practical and directly applicable, making it more effective and enduring.
What advice would you give to aspiring HR professionals who aim to become future leaders in the field?
It’s easy to give advice in theory but putting it into practice requires hard work and discipline. My first piece of advice is to be good at what you do. Continuously learning and challenging yourself is essential because there is always room for improvement. Secondly, honing your execution skills is crucial. Knowing something is great, but being able to deliver results is even better. If you can execute effectively, nothing will stop you. Finally, take care of yourself. It’s important not to burn out. I’ve seen many talented people give up because they can’t keep up with the demands of leadership. Sustaining a long and successful career requires maintaining your well-being, so don’t neglect it.
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