HR Function Is Expected To Create Value: Prem Singh

Mr Singh, Could you please take us down memory lane and tell our readers about the formative years of your illustrious journey? 

My professional journey has been extremely fulfilling and full of learning, which I owe to the great leaders and the team members, I worked with. I began my career in consulting but then I realised HR came to me naturally. Therefore, after completing my Masters in Management, I took HR as a profession and my first role was in Training & Development. That was the era when TQM/ISO 9000 was a big movement. In addition to T&D, I volunteered and started working on this and that led to my role being expanded to handling TQM as well. This was further expanded with the addition of talent acquisition, PMS and campus relations. 

A big opportunity came when I was asked by management to lead a CFT of 5 managers on a Customer Satisfaction study, on a pan-India basis, in addition to my existing role in HR. This was a great learning experience and I got to handle varied responsibilities like dealers’ and vendors’ capability development, in addition to HR. Meantime, I received training through stalwarts like Dr TV Rao, Dr Udai Pareek, Xerox Quality Services and many others. Over the years, I got certified as Green Belt in 6 Sigma and later on Black Belt as well. Over the years, in addition to HR, I also got the opportunity to handle Corporate Communication as well. 

In your view how has the HR function evolved over the course of your career?

I began my career in the 90s and since then the HR function has evolved considerably. HR’s scope of responsibility and the overall impact in organisational growth has increased significantly over the years. Over time, HR has transitioned into a strategic partner, actively contributing to organizational strategy, talent development, driving business outcomes, and playing a key role in shaping organizational culture. 

With the introduction of HR information systems (HRIS), cloud-based software, and automation tools, HR functions have become much more efficient. Today, HR professionals leverage technology for talent acquisition, employee self-service portals, performance management, data analytics, and other areas to enhance productivity and decision-making.  With data analytics HR professionals now leverage data to make informed decisions, predict trends, identify talent gaps, and optimize HR processes. Data-driven insights have empowered HR to provide strategic recommendations to leadership and drive evidence-based HR practices.

COVID-19 has accelerated the adoption of remote and flexible work arrangements. HR has played a critical role in facilitating remote work policies, ensuring employee well-being, establishing remote communication channels, and redefining performance management frameworks to accommodate distributed teams. Organisations are now re-architecting their business models looking at the mix of various staffing models, gig working, and distributed teams, supported by technology and digital platforms.

Can you share some of the key initiatives or strategies you implemented as CHRO that have contributed to your and organisational success?

While working at Owens Corning (India) Ltd, where I worked as the Plant HR Leader, I led implementation of High-Performance work systems, which included Self Directed Teams, six sigma, Talent Management, Management, Employee engagement, Variable pay program right up to the last level, as some of the tenets of the high-performance framework. Our plant received gold award for 3 years in a row, and I was awarded with the Global HR excellence award. The most satisfying was that several leading companies like Hindustan Lever, Cadbury, Pepsi etc. visited us to benchmark and learn how the Self-Directed Team concept was being implemented at Owens Corning. 

Second was the Annual Leadership meet at Wockhardt Group, where I was conferred with the Chairman's Leadership Excellence Award. Team had done lot of quality work in several areas, enabling us to bag three awards from Great Places to Work, including Rank #1 in our industry and Rank #3 for unique HR practices; and many others. Team had made significant impact in several areas like Strategic talent acquisition, leadership development, succession planning, culture, and engagement etc. Most satisfying was the comment from Chairman himself who said in his address, "....in a short period of time, Prem has taken a number of initiatives which have helped the organisation tremendously: after a long time, we have got the right person in HR". The last sentence Chairman used, still reverberates in mind and gives a great satisfaction.

Third was when I headed HR, Admin and Corporate Communications in Essar Steel Caribbean Ltd, in the Caribbean islands, acquiring qualified talent for immediate and future business requirements was one of the key focus areas, to de-risk an investment of 2.4 USD billion. Amongst the others, key skills needed on a regular basis were mechanical and metallurgical engineering. With due diligence, we found that University of Trinidad & Tobago (UTT) was the only university that could possibly help us. However, this university did not have engineering departments in the above disciplines. I made a presentation to the authorities at the UTT proposing a long- term relationship, wherein we would assist the university in developing these departments by helping them hire excellent faculty from various IITs in India. In turn, the UTT would develop these disciplines and train young engineers, who would be later hired by us. We entered into a strategic tie up with UTT. We advertised in India inviting applications from the professors from the various IITS and arranged interviews with a three member UTT team came to India for this purpose. They selected five professors. The professors who joined UTT started developing the disciplines, and in fact, some of them have settled themselves there! In a function held at the university, this initiative was much appreciated by the then Hon Prime Minister of Trinidad and Tobago, Mr Patrick Manning; and Prof. Ken Julien, the VC of the University. The manner in which the PM and everyone else appreciated us that evening more than convinced that it was worth the effort. 

The fourth instance was at PEL, when during the annual Talent review with Top Management team headed by Chairman, I had presented the newly developed process of identifying critical positions. Potential successors for these positions, readiness of potential successors, development roadmap of successors; and career mapping for the internal talent pool in a scientific manner. The integrated approach appealed to everyone, and one the Board Members commented "This is such a robust process, it should be followed across the Group". This was then adopted by other businesses as well, and I was requested to lead a task force at the Group level for this.

Fifth, while working at JCB, in addition to my role as HR manager, I was asked to lead a cross-functional team of managers to measure customer satisfaction and recommend an action plan for its improvement. This allowed me an opportunity to design the survey, validate, pilot and roll it out-travel across the country. meet the customers, and come out with a comprehensive report including the action plan for improvement. After that, I also became a member of the implementation team. Seeing the quality of work done in this area, one of the SBU heads offered me the role of marketing manager in his SBU, starting with a stint in the UK! It was very satisfying to see that the management saw value in the quality of work done by the team.

Sixth and seventh, there were two instances where the Chairman and Managing Director of my former employers (would not like to reveal the names of companies), called me to seek my advice on critical matters, related to restructuring and senior business leaders. This gave me a sense of satisfaction that my view was still considered useful and objective, even though I had left those companies more than a year ago! 

Extremely important has been that my team members who worked with me in various organisations have grown very well. It's very satisfying to see them doing so well in their careers. At times some of them would call me up to say "Sir, today I presented to my CEO the work I had done using the concept I learned working with you in XYZ organisation and my CEO was very happy". "Sir, today I conducted a workshop that you used to conduct in ABC organisation and it went so well" etc... Such comments bring a unique sense of fulfilment.

Most satisfying of all - the "Joy of giving back" is extremely fulfilling. It's very satisfying to note that I have been able to help several hundreds of young HR professionals/students/others, through the conferences I have directed, moderated or spoken at, on various platforms like IIMs/B schools, National HRD Network, CII, PHD Chamber of commerce, AIMA, BMA, DMA etc. 

At my current company, JK Organisation, our HR vision is to be an “Agile, Credible, and Strategic architect for sustainable business growth".

Key pillars of the vision are: 

• Organisational capability development, nurturing leadership & talent;

• Performance-oriented, team-based culture

• Driving customer centricity across the organisation;

• Being an employer of choice respected by all the stakeholders.

• Leveraging Digital Technology in all people processes.

• Organisational values,

• Focus on diversity/ Inclusion

As part of organisational capability pillar, we have been able to bring several high calibre business leaders at the top management levels from very respected organisations. Another focus area has been to re-orient our approach as to how we can deliver value to our stakeholders even more effectively and in an agile manner. A well-structured Customer Champion program has been initiated to recognize high impact, proactive and progressive initiatives in our HR professionals. We have developed a multi-tiered leadership development programs like Top Management conference, Strategic Leadership. Programs, Ready to Lead programs and First time manager programs etc. Besides, several business- critical skills are also being strengthened in collaboration with institutions like Harvard, Wharton, Duke, ISB, IIMs etc. Digital Adoption is an important focus for JK Organisation, and we have been working with business leaders to develop an enabling eco-system-in terms of skills, mind-sets, practices, celebrating successes etc. - so necessary to embrace.

How do you ensure that the HR department is aligned with the overall business strategy and goals of the organization while managing employee expectations?

I firmly believe that the purpose of existence of an organisation and HR function is to serve the customers. HR strategy essentially flows from the business strategy. In our case, People, Capability & Culture is one of the most important strategic pillars of our SBPs (strategic business plans), which leads to defining HR strategy, objectives, initiatives and processes. 

We focus on interacting very closely with our leaders and employees so we understand their aspirations; and are able to strike a balance between the employee expectations and business requirements. It needs a thoughtful approach and close partnering with business leaders. My team and I begin by gaining a deep understanding of the organization's business strategy, goals, and priorities. This involves collaborating with senior leaders and actively participating in strategic discussions. By comprehending the broader business context, we are able to align HR initiatives with the organization's direction. 

Continuous evaluation of existing HR policies, processes, and programs to determine their relevance and effectiveness in supporting the organization's goals, is an ongoing effort. This helps us to again marry the employee aspirations and organisational objectives. 

We link people development initiatives with the organization's strategic objectives. By investing in employee growth and aligning it with the overall business strategy, we create a win-win situation where employees can contribute effectively while advancing their careers. 

In addition, the platforms like Town Halls, Leadership-dialogues, skip level meetings, employee pulse surveys are other tools which help us align our HR processes with employee aspirations. 

Can you share an example of a challenging HR issue you encountered during your career and how you successfully resolved it?

I prefer the word opportunity instead of a challenge. My professional journey has been full of opportunities and many of them even beyond typical boundaries of HR. There was this specific opportunity which I’d like to share. During my ex-pat assignment in Caribbean, where I headed HR, Admin and Corporate Communications, there were 7 mega projects which were announced by the Government. Securing environmental clearance was a major challenge, and I was assigned this responsibility by my management. It was a tough task as I had to deal with several stakeholders, ie Government agencies, local communities, NGOs and many others. My team and I were committed to clear the roadblocks. 

We began by engaging with and communicating with all stakeholders, one by one, in a structured manner. Securing the trust of local communities, NGOs and media was the toughest, but through a consistent engagement, long drawn deliberations, over a period of time, several dozens of meetings, we started to see things changing in our favour. We continued to communicate, with data and research as to how it will bring tremendous gains to the people, including raising the standards of lives of people. In less than 15 months of time, our hard work had paid off. Every stakeholder was on one side of the table and we secured the clearance. All those marathon meetings, all those presentations, all those consultations, all those dialogues in small, medium large groups, all those transparent messaging – all of that paid off! This opportunity was a significant one and I am glad to have been part of the solution.

What emerging trends or technologies in HR do you find most exciting and believe will have a significant impact on the field in the coming years?

HR is one of those domains which has seen several significant and transformative changes in the past twenty years. The future looks to be even more dynamic and exciting, particularly for India. The AI, ML, Data Science Industry 4.0, and ChatGPT are already redefining the way the work is organised and executed. AI-powered Chatbots can handle employee queries and provide instant support, enhancing the employee experience. ML algorithms can analyse large datasets to identify patterns in employee behaviour, improve talent acquisition by matching candidates with job requirements, and enable predictive analytics for workforce planning.

People Analytics trend involves leveraging HR data to gain insights into employee engagement, performance, turnover, and other factors. By using data-driven approaches, HR professionals can make more strategic decisions, identify areas for improvement, and optimize HR practices to support organizational goals.

DEI has gained significant attention in recent years. HR professionals are focusing on building diverse and inclusive work environments that value and respect employees' differences. This involves implementing unbiased recruitment practices, diversity programs, and creating a culture of inclusion where every employee feels valued and has equal opportunities to succeed.

These emerging trends and technologies have the potential to significantly impact the HR field by improving efficiency, enabling data-driven decision-making, enhancing employee experiences, and driving strategic alignment with organizational goals. HR professionals who embrace these trends and leverage the power of technology will be well-positioned to navigate the evolving landscape and contribute to the success of their organizations.

What message would you like to give to HR and corporate professionals on embracing change upskilling and achieving success and in the current disruptive work environment?

Pace of change has only been on the rise and it will continue to be so. One key mantra is to remain “change-ready” by continuous learning & unlearning.  Change is also an opportunity for growth. Instead of resisting change, its wiser to remain open to new ideas, approaches, and technologies that can enhance your work and drive organizational success. Embracing change will enable you to stay ahead of the curve and navigate the evolving landscape with agility.

Invest in your professional development by upskilling and learning continuously. The rapid pace of change requires you to acquire new knowledge, develop new skills, and stay updated on emerging trends in your field. Seek out relevant training programs, certifications, workshops, and industry events to expand your expertise. 

In a disruptive work environment, adaptability and resilience are key. While celebrating your teams’ successes are important, its equally critical to learn from challenges and setbacks, bounce back quickly, and maintain a positive outlook even during challenging times.

Focusing on the changing needs of customers and employees is crucial. Understanding their evolving expectations and engaging with them ensures you prioritize their needs. Ultimately, we are living in the era of “Experience Economy” where both customer and employee experiences drive sustainable success.

You have been selected as the National President of National HRD Network. Congratulations for your selection. What does the role entail and what would be your vision in creating value for organisations through HR function in today’s disruptive and dynamic business environment ?

Thank you. As the National President, my role is : 

• To lead the Network, as we are the largest HR Association in India with 17500 plus members, 35 Chapters (33 in India and 2 international, in Singapore and Dubai respectively).

• Develop long term vision and strategic intent, 

• Enable development and delivery of HR capability development programs, conferences, events and foster learning culture  

• Bring all 35 Chapters together and enable cross learning and exchange of best practices  

• Co-create and foster the spirit of ONE NHRDN

• Collaborate with more like-minded institutions to augment capacity of competence building 

• Creating value for organisations through HR Professionals in disruptive and dynamic business environment 

• Develop capacity to anticipate and decipher future trends, acquire newer competence / skills which are relevant, to remain agile and ahead of learning curve 

• Today HR function is expected to create value, by strategizing and aligning HR practices with business strategy, helping develop organisational capability and enhance excellence.

• Enhance organisational capability in terms of building talent, leadership, identifying and developing competencies/skills for future and supporting all of these with right HR processes, matrix, systems and most importantly PEOPLE.