Visionary Woman Leader Redefining the Future of HR

www.womenworldindia.com W O R L D I N D I A Visionary VOL. 11 ISSUE 04 2024 Woman Leader Redefining the Future of HR Nimisha Dua, HR Leader

Visionary Woman Leader Redefining the Future of HR

An Empowerer of the Next-Gen of HR Leaders N imisha Dua, who is the HR Leader for one of the leading multinational companies, symbolizes a new era in HR leadership with a keen eye for vision, empathy, and innovation. This being the age of transformation in organizations, the contributions made by Nimisha under the same umbrella underscore the crucial role that HR plays in terms of collaboration with business goals, inclusivity culture, and due importance given to the imperative of employee well-being. In her leadership of the company, she plays an important role for herself but also as an influence on the industry as a whole. fore while opening up pathways for career development and leadership for all employees, regardless of background. For a company such as hers, diversity bestows creativity and innovation, desperately needed entities today. Her work has ensured diversity not only in her organization but also created acceptance, collaboration, and respect in the atmosphere. Nimisha's HR strategies are technology and data-driven insights. The way she uses advanced analytics within HR analytics in tracking employee engagement, for measuring productivity, and in optimization of performance management processes depicts her keen interest in making the ideal tools drive informed decision-making with higher efficiency while enhancing the experience of the employee. This ability to marry HR practices with cutting-edge technology is reflective of a very visionary mindset preparing her organization for the future of work. Editor's Note With 14 years of experience in many facets of human resources, Nimisha synthesizes deep knowledge and a futuristic approach to build an environment within the workplace where people can reach their fullest potential. She believes that the modern workforce functions with much more than well- traditional benefits: they are motivated by purpose, flexibility, and belonging. Through progressive policies and programs, Nimisha ensures her organization attracts, retains, and develops top talent by adopting new designs for changing employee needs. In the following pages of Women World India’s ‘Visionary Woman Leader Redefining the Future of HR,’ you’ll surely get inspired by Nimisha Dua to become the part of this trailblazing tomorrow. A commitment to diversity, equity, and inclusion sits at the center of Nimisha's leadership style, in part because it makes her who she is. She has led efforts that brought underrepresented voices to the Dive in! Gaurav?PR?Wankhade

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Visionary Woman Leader Redefining the Future of HR Nimisha Dua Transforming HR Through Digital Innovation and Inclusivity “ ““ “ I truly believe that HR is not just about managing talent; it’s about crea?ng environments where employees feel seen, valued and supported. Featuring Nimisha Dua, HR Leader

I there are individuals who shine as beacons of inspiration, guiding others toward positive change. One such leader is Nimisha Dua, HR Leader. With a warm heart and a keen mind, she understands that the journey of personal and professional growth is best undertaken with support and encouragement. n a world where the HR landscape is constantly evolving, adaptability has become a cornerstone of successful leadership. Amid this dynamic environment, “ “ What truly mo?vated me to step into the field of HR was the realiza?on that the only source of compe??ve advantage an organiza?on can have in a world- where everything can be copied from products and business models- is its people.“ “ Nimisha is deeply committed to continuous learning. She believes that staying connected to the latest industry trends and research is crucial for her own and her team's development. She actively engages with the HR community, attending conferences and networking events where she exchanges ideas with fellow leaders across various sectors. Yet, it’s not just about keeping pace with trends; for her, mentorship is a vital component of fostering talent. She passionately promotes coaching programs that connect experienced professionals with emerging leaders, believing that shared wisdom can spark significant growth. She has a special place in her heart for young HR aspirants, particularly women and underrepresented groups, and she strives to create opportunities for them to shine. Through her speaking engagements, workshops, and publications, she shares her insights and best practices, ensuring that everyone has the tools they need to succeed. In her journey, Nimisha embodies the essence of nurturing leadership, inspiring others to embrace their potential and drive meaningful change in the industry. The Transformative Journey Reflecting on her journey as an HR leader over the past 14 years, Nimisha says her career began with a deep passion for people and a desire to create healthy, impactful work environments. Growing up in a globalized world, she was intrigued by how organizational culture and fast-paced environments significantly influence employee engagement, performance, and long-term career trajectories. This curiosity led her to pursue a degree at the London School of Economics, where she explored the dynamics of human behaviour in professional settings, aiming to ensure organizational success alongside employee upskilling and growth. What truly motivated her to enter the field of HR was the realization that the only sustainable competitive advantage

“ “ She also believes in the value of learning from her immediate environment. At her workplace, she strives to engage with colleagues at all levels and across different functions, fostering collaboration and promoting lateral learning. She understands that HR professionals must create an environment where innovative thinking is encouraged, paving the way for open dialogue and collaboration. This approach allows employees to brainstorm and develop creative solutions to unique organizational challenges. My vision is to create an inclusive, innova?ve and resilient HR landscape to make a significant impact that shapes a brighter, more equitable future for organiza?ons and their people. “ “ Data serves as another vital source of insight for her. She aims to leverage data analytics to uncover workforce trends and behaviours. By analyzing these trends and employee feedback, she can identify areas for improvement and implement evidence-based solutions to enhance productivity and engagement. This data-driven approach empowers HR leaders to make informed decisions and implement strategies that create a meaningful impact. an organization can possess in a world where products and business models can be easily replicated is its people. With this understanding, she aspired to be a catalyst for change, advocating for workplaces that not only achieve business goals but also foster a collective culture where employees can thrive both professionally and personally. Throughout her 14 years of experience across diverse industries—including FMCG, consulting, fintech, and electric vehicles—Nimisha has dedicated herself to executing people-centric strategies that empower employees to reach their full potential and drive superior performance within organizations. Finally, she recognizes that adaptability requires embracing change and being willing to experiment. She believes that professionals should remain agile by adopting new technologies and innovative working methods. This mindset enables HR leaders to meet the ever-evolving needs of businesses and employees, positioning them as forward- thinking partners in the HR space. She is convinced that the best learnings often come from a willingness to try new things and learn from the outcomes. Building Strong Teams She firmly believes that HR is not merely about managing talent; it’s about creating environments where employees feel seen, valued, and supported. This belief continues to guide her work as she strives to align strategic business outcomes with the well-being and development of people. Nimisha believes in three core values that drive professional success: collaboration, transparency, and empowerment. Throughout her leadership experience, she has recognized that building a strong team is grounded in trust and open communication. It is imperative for every employee to feel seen, valued, and encouraged to contribute their unique perspectives. Fostering Innovation and Agility The HR landscape is undergoing rapid transformation, making it essential for HR leaders to stay adaptable and ahead of industry trends in today’s fast-paced environment. Nimisha emphasizes the importance of continuous learning and actively engaging with the latest research and developments in HR practices. By regularly participating in relevant symposiums and networking events, she exchanges ideas and insights with leaders from various industries, enabling her to stay ahead of the curve and informed about emerging practices and technologies that enhance employee experience and drive organizational success. One of the key aspects of her leadership style is her commitment to creating an inclusive and enabling environment where everyone feels they have a voice and can make a difference. She asserts that leadership is not merely a title but an energy brought to the table, reflected in one’s actions and intentions. Leading people is a privilege, and it should be demonstrated through a genuine desire to serve rather than control. Her leadership approach is characterized by openness, trust, empathy, and enablement. She sees each employee as a person first, striving to connect with them at a human level

while maintaining focus on their contributions to the organization. This balance allows employees to thrive both personally and professionally, fostering individuality and well-being. tasks but also creates a comprehensive repository of essential employee data. This allows HR teams to leverage the output from these systems to implement more strategic initiatives effectively. For her, the true essence of HR lies in innovation, adaptability, and effectively capturing and catering to the needs of various stakeholders. She emphasizes the importance of active listening, as understanding the expectations of both internal stakeholders, like employees and external customers, is crucial. Utilizing two-way communication platforms, such as regular feedback sessions and surveys, enables HR leaders to gather valuable insights, tailoring interventions to meet the diverse needs of all stakeholders. She firmly believes that embracing data can lead to superior decision-making. By analyzing employee performance data and feedback, HR leaders can easily identify areas for improvement and tailor talent development programs to achieve effective results. This data-driven approach enables the rollout of relevant interventions that directly address employee needs. Moreover, she advocates for the use of various collaboration and communication tools that foster a sense of belonging among employees. These tools ensure that teams across the organization, as well as external stakeholders, remain connected and engaged, regardless of their physical locations. Creating seamless and engaging employee experiences is another focal point for Nimisha, who advocates for leveraging technology to streamline processes and enhance employee satisfaction. By collaborating across functions, HR initiatives can be aligned with broader business goals, ensuring that the employee experience remains consistent across all touchpoints. This collaboration builds trust and transparency within the organization. The rise of AI in people's functions has also been significant. Nimisha points out that AI can optimize and enhance various tasks, including candidate screening, employee support, feedback collection, and engagement initiatives. This technology fosters a more dynamic, responsive, and people-centric workplace, ensuring that all employees have the resources and support they need to perform effectively. “ “ ““ “ Lastly, she believes in the necessity of periodically analyzing data and metrics to assess the impact of HR initiatives on employee experience and satisfaction. This evaluation allows HR to pivot quickly when necessary and innovate in ways that genuinely enhance the experience for all stakeholders. In today’s rapidly evolving, technology-driven landscape, she asserts that striking the right balance between organizational expectations and employee experience requires a strategic approach that places people and customers at the heart of each initiative. By integrating these strategies, HR leaders can ultimately drive engagement and productivity within their organizations. I firmly believe that embracing data can drive superior decision-making. The Impact of Technology on People Management Technology has undeniably transformed the landscape of human resources, providing a powerful platform for optimizing services and enhancing the efficiency of HR processes. Nimisha has been proactive and hands-on in utilizing HR technology, leading numerous projects that integrate technological and AI-based solutions into HR practices. To begin with, she emphasizes the importance of adopting a robust Integrated Human Resource Management System (HRMS). Such a system not only automates operational

“ “ An open-door policy encourages employees to seek guidance and constructive feedback, empowering them to take ownership of their career trajectories. Over my 14 years of experience across diverse industries ranging from FMCG, Consul?ng, Fintech and EV, I have made it my purpose to advocate for and execute people-centric strategies that empower employees, enabling them to reach their full poten?al and drive superior performance in organiza?ons. “ “ Embracing Diversity and Inclusion She emphasizes the need for proactive efforts to build a diverse workforce. This involves implementing inclusive hiring practices to eliminate biases and actively seeking diverse talent through targeted outreach. DEI initiatives should include employee resource groups that support underrepresented voices within the organization. Fostering Inclusivity and Innovation Creating inclusive workplaces where every voice is heard and valued is essential to her approach to harnessing the full potential of diverse talent. This inclusivity enhances creativity and leads to better decision-making. As technological advancements shape the future of work, she envisions creating frameworks that promote lifelong learning and upskilling. By providing individuals access to resources that facilitate their overall development and career advancement, Nimisha empowers individuals while driving organizational success. By utilizing tech tools, HR can streamline various processes, reduce bias, and gather insights that inform more strategic HR initiatives. Her commitment to harnessing technology not only enhances the efficiency of HR practices but also creates an inclusive environment where employees can thrive. Sharing Insights and Inspiring Change Nimisha aspires to share HR industry insights and best practices through speaking engagements, workshops, and publications, ensuring that everyone has the resources and support needed to succeed. By contributing to the broader HR discourse, she hopes to inspire young HR aspirants—particularly women and underrepresented groups—to drive positive change in the industry. Mentorship will be a key component of her vision, as she believes it is essential to empower the next generation of HR leaders. Continuous Learning and Development Nimisha believes that organizations must invest in their employees’ professional growth through training and upskilling programs. By providing an integrated learning management system that offers a diverse range of courses—from technical skills to soft skills—employees can upskill at their own pace. Regular skill assessments enable HR to identify individual development needs, allowing for personalized learning paths that align personal goals with organizational objectives. Mentorship and Coaching Promoting mentorship and coaching programs is another key strategy for Nimisha. By pairing experienced team members or industry veterans with emerging talent, organizations can facilitate knowledge transfer and strengthen inter-team relationships.

How to Ease the Off-Boarding Process of Employees? ff-boarding is just as important as on-boarding-the O employees to leave the organization with dignity and respect, endorses great employer branding, and reduces gossip and negativity that may arise because of such an exit. When done with empathy, respect, and professionalism, off-boarding leaves behind both the departing employee and teams that feel they are backed and motivated. process of leaving an employee out of the company. Properly structured off-boarding allows Transparency in Communication for Smooth Separation Process A respectful separation begins with the transparent communication that is provided both within and outside the off-boarding process. Beginning at the point when a member of a group submits a resignation or is advised that the role will soon end, information given must be candid about timelines, next steps, and services provided to support the former worker. Ambiguity should be avoided; one should clearly state expectations and the specifics of the timeline. For instance, let them know the last working day, what they should finish before leaving, and any information relating to handover procedures. No Gossips At All! Nov, 2024 | www.womenworldindia.com 16 Nov, 2024 | www.womenworldindia.com 17

Acknowledge their contribution: Always thank the employee for his or her input to the company, pointing out how good it is for him or her to have been part of the organization. Discourage gossip: Give the team members open information regarding the departure while maintaining confidentiality. In the case that management opens the issue, then colleagues will have no chance to gossip with each other, since they will get the information about the situation from the manager on a respectful and professional level, therefore preventing gossip. Designate a contact: Have someone or a team that would be able to alleviate any questions that might arise as regards the off-boarding process, and this will make the change much easier for them. Lead from the front: As a management and HR outfit, one should not ask or seek information as to the reasons for leaving the workplace or any performances issues that led to such an exit. Give room for positive reflection about the exit of the employee with what they have achieved and their contributions. Plan for Knowledge Transfer Knowledge transfer is an important part of off-boarding. This would include ensuring that every important piece of knowledge, experience, and expertise acquired in the process is transferred and shared with other colleagues to ensure continuity and avoid disruption in the dynamics of the team. The exiting employee has quite vital insights into their role, project specifics, and internal processes, thus making a planned knowledge transfer an integral part of off-boarding necessarily important. Promote positive culture: Reaffirm to team members that leaving is just a normal process of professional life and that employees should be supportive of each other as people move through transitions. That way, you obtain a respectful and sensible environment that creates good will. By actively controlling what communications are made available and constraining speculation, you show respect for all employees and a concern to have a positive work culture. Schedule handover sessions: Organize designated meetings where the departing employee can share their responsibilities and deadlines that they will soon leave behind to the other people taking over. This is such a procedure that may ensure knowledge continuity. As well, it shows that your organization gives regard to the leaving employee's experience and knowledge. Have a Reflective Exit Interview In fact, the possibility of an exit interview forms an important chance by giving insight from employees leaving the organization and determining areas of improvement for the organization. Employees are enabled to share their experiences more candidly afterward, and HR and management get feedback that can improve the work environment. Document key details: Debrief the outgoing employee to document key processes, contacts, project status, and important passwords. Having everything documented can cut off possible disruptions and lighten the load for those inheriting the departing employee's position. Schedule a mentoring setup: In so far as possible, allow the outgoing employee to mentor or shadow his successor so that he can be able to give very practical guidance and insights. Final Documentation and Benefits Discussions Facilitate It may include assisting with the completion of all relevant paper work and guiding them on pertinent questions relating to benefits that might include insurance, severance package, or other entitlements. A detailed knowledge transfer session will make the team "organized" and leaves a mark of professionalism on the rest of the group, letting them know that this organization values stability and smooth transitions. Acknowledge and Celebrate “You will be defined not just by what you achieve, but by how you survive.” Exiting an organization involves a process that sometimes may be emotional, especially in long-term employees due to relationships and contributions made. It strengthens positive feelings and shows appreciation for their service. Positive Environment with No Gossip Gossip and speculation after an employee leaves may harm the morale of employees and sometimes lead to misunderstandings. Rumors may quickly spread when an employee leaves an organization, thereby spreading malice among them; their whole reputation goes down in society. - Sheryl Sandberg Nov, 2024 | www.womenworldindia.com 18

How to Deal with Unrealistic Salary Expectations from Gen?Z Candidates? and Wages W ith more Gen Zers being hailed as one of the most tech-savvy and highly motivated generations being released into the workforce, employers are being tested in new ways, the particularly salient aspect being unrealistic salary expectations. Gen-Zs have all the access to advanced technology and these people are highly motivated. Hence, they demand higher salaries which is, in fact, sometimes, is not relevant to the current situation in the market. Their demands do not match the realities of the market. Hence, it is crucial to address this issue and this article responds to the question - how to manage Unrealistic Expectations from Gen-Z Candidates on Salary. 1. Identify the Source Cause Knowing the causes of unrealistic pay expectations would enable effective management of the same. Gen-Z job candidates are actually the first generation that grew up in a world where answers are always at their fingertips. With the click of a button, they have access to salary figures, trends in the job market, and inspiring accounts of success. Thus, often, they come to unrealistic notions about what is fair for a starting salary. Many Gen-Zers are also inspired by high-earning influencers and entrepreneurs as role models, which distorts what's reasonable for starting salaries. Nov, 2024 | www.womenworldindia.com 20 Nov, 2024 | www.womenworldindia.com 21

Compensatory provisions, which may be structured differently, such as flexible work schedules working remotely, or even assistance in repaying student loans, can be made appealing without necessarily moving the base salary. Indeed, some Gen-Z applicants even prefer these kinds of benefits to overall pay, as these best suit their value orientations and lifestyle preferences. 4. Negotiate Empathetically and Flexibly There may also be economic reasons related to student loans, housing costs, inflation, and so on that may fuel their desire for more salary. Understanding these factors can be very helpful in addressing conversation gaps with candidates. 1. Clearly Defined Expectations Right at the Start This is one of the best ways of dealing with unrealistic salary expectations. Clearly state salary ranges for your positions in your job descriptions. This allows transparency and reduces the chances of candidates coming in demanding something unrealistic. It will also attract people who have your budget in mind and help avoid wasting too much time during the interview process. Sit back and empathize as you go into salary negotiations and compromise. You speak to the desires of the candidate, then to the firm's position. Don't throw it in their face for the demands: think about creative alternatives. For example, you could pay a signing bonus rather than the salary, or you could commit to reviewing your employee's salary after half a year based on his performance. If the company is not posting its salary range, you can discuss this in the salary expectations preliminary conversation about compensation. With this topic upfront, you can avoid pain at the end. Building rapport and mutual respect must be the first steps. If he feels listened to and respected, he will most probably compromise on the issue he is contesting. 2. Teach and Contextualize What Can be Concluded? When a Gen-Z candidate comes to the table with unrealistic salary expectations, contextualize. Educate them on industry standards, the company's budget, and the experience required for the type of role they are applying for. Explain that six-figure salaries don't come with entry- level positions, especially in some non-profits or public service, where people may take lower pay but get flexibility, a sense of mission, or potential for career growth. Managing unrealistic salary expectations from Gen-Z candidates means setting transparency, empathy, and education in place. At the onset, proper context must be laid to expect clear figures on the employer's salary offerings and so on. Total compensation should emphasize meeting the needs of the candidates while remaining within the employer's budget. In all, establishing open communication and trust can manage these expectations for the attraction and retention of top talent. Being your own boss Explain to them what salary can grow with time based on performance, experience, or increased profitability of the company. Most Gen-Z applicants are interested in career progression and will be more grateful for this long-term approach. 3. Discuss Total Compensation Packages Gen-Z wants work-life balance, mental health support, and a penchant for personal development opportunities. Be sure to emphasize the full breadth of your total compensation package when it's time to attract and retain talent. That's where they might have expectations around base salary but aren't doing full justice to the value of benefits like health insurance, retirement contributions, or bonuses. 22 Nov, 2024 | www.womenworldindia.com March | , 2024 | www.womenworldindia. com 22 22

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Visionary Woman Leader Redefining the Future of HR

Visionary Woman Leader Redefining the Future of HR

Presentation Transcript

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