In Conversation With Akhilesh Guleria, CHRO, Reliance General Insurance

With your diverse background spanning various sectors, how do you leverage this varied experience in shaping the human resources strategy in your current role, focusing on building an organization’s human capital capability? 

In my current role as CHRO, I leverage my diverse experience to shape the human resource strategy by aligning it with the organization's goals. It starts with partnering with Business and functions to understand their requirements and challenges faced. This enables the HR team to work closely with functions to provide the solutions & support required. The most critical areas are identifying and acquiring the right talent through a meticulous recruitment process, ensuring a comprehensive training program to enhance skills and capabilities, and implementing a people-focused strategy that fosters employee engagement and satisfaction. 

Further, we prioritize creating an enabling environment by embracing digitalization. This involves leveraging technology to streamline HR processes, enhance communication, and provide employees with tools that contribute to their productivity and well-being. By integrating digital solutions, we not only improve efficiency but also create a workplace that adapts to the evolving needs of our workforce. 

Ultimately, our approach revolves around building the organization's human capital capability by combining strategic talent management, robust training initiatives, and a technology-driven environment, ensuring that our workforce is well equipped, and purpose driven. 

Given your focus on enhancing skills and career growth, could you share some initiatives or programs you've implemented to foster continuous learning and development among employees in your current role? 

Fostering continuous learning and development is a top priority. We've implemented the iLearn platform, offering a convenient "learning on the go" experience with over 80 behavioral and more than 50 product and process modules ensures that employees can access valuable resources at their convenience, promoting continuous skill enhancement. 

Additionally, our Saksham training program targets specific skill sets, providing a structured approach to technical and product Knowledge. It is a level and certification-based programme. We've also instituted a comprehensive Managers Development Program to empower our First level /first-time managers with the necessary skills for effective team management. 

Collaborating with the Insurance Institute of India, we've executed various specialized training programs. These initiatives not only cater to industry-specific knowledge but also contribute to the professional growth of our employees. Through these diverse programs, we're creating a learning culture that supports both individual skill development and overall career advancement within the organization. 

Having worked in both the corporate and government sectors, what unique challenges and opportunities do you find in your industry, and how do you navigate them in your role as Chief Human Resources Officer? 

In my role as CHRO, navigating the unique challenges and opportunities in our industry is crucial. Challenges such as attrition at the entry-level and the need for upskilling are prominent. To address attrition, we've implemented internship and apprenticeship programs, providing a structured pathway for entry-level talent to seamlessly integrate into the organization and foster a sense of belonging. 

Addressing the demand for upskilling in various roles, we leverage our iLearn platform extensively. This learning and development tool equips employees with the necessary skills, ensuring that they stay abreast of industry advancements. Additionally, collaborating with external partners and industry experts helps us tailor programs that specifically target technical skill enhancement. 

Moreover, we see the opportunities for diversity and inclusion as key drivers of innovation. By promoting a diverse workforce, we tap into varied perspectives and experiences, fostering a dynamic and innovative work environment. Embracing these challenges as opportunities, we continually adapt our talent strategies to not only overcome obstacles but try to stay ahead in a rapidly evolving industry. 

Your experience includes significant time in a different sector, where you were recognized for gallantry. How do the leadership and team-building lessons from your past experiences influence your approach to HR leadership in the professional world? 

Drawing from my experience in different sectors, particularly from a background in the Indian Army, my approach to HR leadership is shaped by a blend of conventional and adaptive strategies. While military experience instilled a disciplined and structured leadership style, it also emphasized the importance of teamwork and adaptability in dynamic environments. 

As a leader, I embrace the concept of being a servant leader – one who prioritizes the well-being and development of the team. This approach involves active listening, fostering collaboration, and providing support to enable the team's success. The lessons from my past experiences underscore the significance of leading by example and creating a culture of mutual respect and trust. 

In summary, my leadership style is a synthesis of conventional principles instilled by the military and adaptive strategies essential for navigating the complexities of the professional world. It revolves around being a servant leader, ensuring that my team's growth and success are at the forefront of my leadership philosophy. 

As someone who has actively participated in challenging operations, how do you instill a sense of resilience and adaptability within the organizational culture, particularly in the face of industry changes or economic uncertainties? 

Even though the root causes of uncertainties are often beyond one's control, however with planning and human-centric responses, organizations can help build resilience among the workforce and enable them to adapt positively with the business. With robust support systems, we have built resilience as a bridge across uncertainty that will not only sustain the workforce through change but also lead people to surprisingly positive outcomes as they emerge on the other side of a crisis. We have proactively created a positive workforce experience and provided resources that allow our employees to consistently build resilience. Our open culture has encouraged a positive interactive work environment.  

We have persistently ensured providing psychological safety at the workplace, with a robust set of well-being benefits and programs like R-health Assist (online Doctors) and R-Mitr (Counselling). In the long term, employees commonly thrive in an environment where they are respected, heard, and nurtured.   

Through our Talent Management initiatives and in-house surveys, we have tried to understand the strengths and needs of our unique workforce. Our most of leadership and middle management positions are filled internally, which has helped us to preserve our culture and foster the adoption of the Organisation DNAs at ground level. Our functional and Product training team continuously strives to develop employees in remaining agile to respond to both business and workforce needs.  

Another important aspect of building adaptability is through creating a sense of belongingness. When employees see how their contributions create a positive impact for the organization, their work may feel more meaningful and their comfort and connection to the organization often increases along with their ability and desire to contribute further.  Through various platforms and reward and recognition programs we have done so.  

With the evolving role of HR, especially in the context of technological advancements and changing workforce dynamics, how does your organization adapt to these changes, and what strategies do you employ to stay ahead in the rapidly changing HR landscape? 

In the current scenario, things are changing at a very fast pace. In this volatile environment, learning & upskilling is becoming the key to building a future-ready organization. At an organizational level, we are constantly trying to keep ourselves abreast of the recent technologies that are being used in industry. Our key focus now is to adopt the most advanced infrastructure. We have prioritized initiatives that strengthen their organization’s ability to drive change and adapt to new technologies.   

LIVE SMART is our company philosophy, every function strives to take up new initiatives & projects to keep improving. We have been industry first in many initiatives like video streaming for claims was launched by us in 2018, and anywhere processing was a project launched in 2019, wherein our almost 200 operations team members were WFH (this was even before the COVID-19 pandemic).  Similarly, our key focus for HR transformation and digitalization considered changes in three areas: a modern HR operating model, future-proofed HR team competencies, and HR technology enablement. We have been managing talent rigorously by building an analytics capability to mine data to hire, develop, and retain the best employees. For example, to engage business leaders in a regular review of talent, we have developed real-time automated data dashboards for business leaders that track the most important metrics.  

Our transformation journey entails identifying problems that need to be solved and using technology in the most efficient way possible to solve those problems. It requires the mindsets across the organization to be changed, and this change began with the leadership and has trickled down to the rest of the company.  

What according to you is the biggest development in the HR and corporate space in your sector in 2023 and what would be your one prediction for 2024 for India Inc.? 

In 2023, the biggest development in the HR and corporate space within the insurance sector has been the widespread adoption of advanced data analytics, automation, and digitalization. This has significantly impacted on our way of working, redefining skills, and its future requirements. In HR these developments have enhanced the recruitment process, employee engagement, talent management strategies, and workforce planning, ultimately contributing to more informed decision-making. 

Looking ahead to 2024 for India Inc., my prediction is that India will continue to do well, specifically the younger workforce will not hesitate to try new professions & continue to diversify in new areas. The key for growth & employability will be to actively provide skill training to youth specifically from smaller towns & rural areas to prepare them for jobs arising out of outsourcing opportunities from outside the country & be available to support growing manufacturing sectors. 

For the HR department, increased emphasis on employee well-being and mental health along with creating a purpose-driven people & organization will be the key. Organizations will have to recognize the pivotal role these factors play in overall productivity and job satisfaction. I foresee a rise in tailored well-being programs, flexible work arrangements, and a greater focus on creating a supportive and inclusive workplace culture, reflecting a broader shift in priorities toward holistic employee development.