In Conversation With Ashish Mishra, Director - HR & Supply Chain, Nippon Paints

You hold the position of director of human resources and supply chain management at Nippon Paints. These roles are not traditionally aligned. Could you please share how you managed this unique combination and how it worked out for you? 

Certainly, it's a combination that is not commonly seen. 

I can honestly say that I haven't encountered such a pairing before. However, at Nippon Paints, we have a management style that encourages us to combine rolls wherever possible. Even though combining supply chain and HR requires a different mindset,  Our organisation believes it can work. It has been a challenging role, but the unique approach of Nippon Paints allows us to make it work.

What has been your experience with this integration? And what benefits have you seen since it started? 

This integration began about 6 to 7 years ago when the focus shifted towards making every role business-centric. The idea was to be clearly aligned with the business, understand its needs and evolve strategies that complement its objectives.

The approach has proven to be successful with individuals from various backgrounds contributing to the business in ways that were not traditionally expected. It's a win-win situation for team members and the company. 

You have had diverse experiences including roles beyond HR. How have you managed to navigate these different roles balancing the need to be more progressive in some areas and more aggressive in others, such as the supply chain?

Well, adapting to a different role within the organisation requires a flexible approach. In HR being business-centric and driving initiatives that align with business objectives is crucial. It is about understanding what the business needs and delivering on those needs. In the supply chain, the focus shifts to meeting specific numbers and being proactive in areas like procurement. Balancing these roles involves understanding the unique demands of each and adapting accordingly. 

I understand Nippon Paint has programs like the Emerging Leaders Program (ELP) and the Quest Program. Could you tell us more about these initiatives and how they contribute to developing leaders within the organization?

Certainly. Nippon Paint has rolled out the Emerging Leaders Program (ELP), which is aimed at the middle management level. It provides participants with a 360-degree overview of the organization, including all functions. We also have the Quest Program, which completed its first batch in 2022. This program promotes a mindset of entrepreneurship and involves a three to six-month training program. Participants are given an incubation fund for a project and are expected to deliver a project that contributes to profitability or cost avoidance. It's a holistic approach to leadership development.

Finally, what suggestions do you have for the upcoming generations of HR professionals who are pursuing their careers or are in their academic years?

My suggestion for the next generation of HR professionals is to be more hands-on and get out of the office. Understand how sales teams operate and what happens in the field. While HR professionals may not be expected to sell products, they should comprehend the mechanisms at play. It is essential to be close to the people on the ground, whether in a manufacturing setup or elsewhere, to gain a real understanding of the challenges they face. This hands-on experience is invaluable for HR professionals.