Shaping young HR leaders
The role of the Chief Human Resources Officer (CHRO) is undergoing a fundamental transformation. Traditionally associated with talent acquisition, employee engagement, performance management, compensation and compliance, HR is now expected to contribute directly to business growth and organisational success.
Facet of HR: training, employee management, industrial relations, employee relations, learning and organisation development. Some may call that a winding path. I call it my education.
A year ago, AI discussions with HR focused on pilots. That stage is no more. AI is increasingly embedded in content processes, campaign planning and client reporting in the marketing and creative sectors.
Over the last decade, India’s GCCs stopped being execution centres; they shifted to being centres where global companies handed talent real ownership, decision rights, escalation authority, exposure to complex problems and encouraged cross-border solutioning, years earlier than most of the market was prepared to.
Retail has always been a channel where experience matters the most and one that plays a critical role in building brand loyalty.
Most of the leadership team in our organization, Excelsoft, has been with the company for well over fifteen years, and a large share of them joined early in their careers.
The role of HR is becoming simpler in its purpose, even as it becomes wider in responsibility. We must help the business grow while ensuring that people are heard, respected and enabled to contribute.
As businesses expand globally and compete for highly skilled talent, hiring across borders has become a strategic necessity rather than a niche requirement.
The modern workplace has undergone a remarkable transformation over the last decade. Globalization, digital technologies, hybrid work models, and changing workforce expectations have reshaped how organizations attract, engage, and retain talent.
Most companies are lying in their job postings, and they don’t even realize it. They write “entry-level,” then list requirements that would disqualify half their own leadership team from applying twenty years ago.
Lines of code gave way to story points. Story points evolved into velocity metrics. Velocity expanded into DORA metrics, developer experience surveys, and business outcomes. Each step brought organisations closer to understanding how software is built and delivered.
For more than a decade, organizations have invested heavily in employee wellbeing. From wellness platforms and mental health support programs to flexible work policies and employee engagement initiatives, companies have made significant efforts to create healthier and more supportive workplaces.
