Great Workplaces Are Built On Culture, Not Just Titles

Kashish Daya Kapoor, Head of HR at NEC Corporation India, shares the vision and strategies behind the company’s recognition as the ‘Best Place of Work’ at the BW People HR Excellence Awards 2024. From fostering an open, transparent culture to implementing unique initiatives for employee development and well-being, NEC India has built a workplace where talent thrives. In this interview, Kapoor highlights key practices, including leadership programmes, professional growth opportunities and the focus on work-life balance that continue to define organisations as an employer of choice.

What do you believe are the key factors that contribute towards becoming the ‘Best Place of Work’?

'Best Place of Work' should not be just a title; it is reflective of a culture invested in talent & growth, leading to a more engaged, productive, and fulfilling work experience for everyone. I believe 'Best Place of Work' is built upon engaged leadership that inspires, nurtures, and fosters a meritocratic culture. Open communication, with transparent dialogue and feedback mechanisms at all levels, builds trust and empowers employees. Talent development through growth opportunities, fair compensation, and benefits is fundamental. Empathy breeds a relationship of trust. Purpose shapes, values define and a vision guides the culture to enable a growth mindset-driven workforce 

Can you share some of the unique programmes or initiatives that companies can implement to create a positive and supportive work environment?

To create a positive work environment, companies can:

• Foster employee engagement: Evoke strong partnerships with employees through their active participation and as ambassadors of culture.
• Ensure fairness and transparency: An open culture coupled with equal opportunity for all
• Recognise and appreciate employees: Continuous feedback. Recognition that inspires and motivates the workforce to perform par excellence.
• Invest in professional development: a learning architecture with customised interventions to skill, upskill & reskill.
• Promote work-life balance: Offer flexible work arrangements, remote options, and encourage time off.

For instance, at NEC India we have programmes like the "LEAP" leadership programme and "Mentor Match" to ensure continuous skill development, supporting NEC’s goal of maintaining a competitive edge. Employee Resource Groups (ERGs) promote a diverse and inclusive workplace, directly supporting NEC’s innovation goals. Diverse teams have generated 25 per cent more innovative ideas, underscoring the impact on growth. Programmes like "One NEC Global Ways of Working" and "Career Connect" streamline operations and enhance global talent mobility, supporting NEC’s vision of becoming a global organisation. These initiatives have increased cross-regional collaboration, enhancing innovation and efficiency.

How can companies ensure that employee well-being and work-life balance are prioritised and maintained?

To prioritise employee well-being and work-life balance, companies can implement a multi-faceted approach. Offering flexible work arrangements, such as remote work, regular breaks, flexible hours or compressed workweeks, allows employees to tailor their schedules to their individual needs. Also, open communication channels are essential to ensure employees feel comfortable discussing their workload and any challenges they may face. Additionally, fostering a culture of peer-to-peer motivation, where colleagues can share fitness goals and participate in group activities, can increase engagement, and create a supportive environment. Leadership participation can further enhance this by sharing their wellness journeys, making the experience more relatable, and breaking down barriers.

Looking forward, how does your company plan to continue enhancing the workplace experience and maintaining its status?

We strive to strengthen our pillars of employee engagement & experience. The employee pulse is the most critical, we cherish empathy and encourage focus group discussions, coffee sessions, town halls, and similar platforms for employees to voice their opinions. They are heard. We craft our initiatives based largely on these inputs and work with frameworks that measure the impact of these on the employee experience. skilling, well-being, psychological safety and investment in building tech capability will continue to be our priorities. Our culture that promotes openness, meritocracy and transparency will be overarching over all that we do. Compliance and trust are sacrosanct to us in our partnership across diverse landscapes of engagement. We are people-centric and that is what we continue to build with added fervour.