Abha Nair, HR Head of Zee Learn, with over 18 years of experience, specializes in strategic HRM across many sectors. She shares her thoughts on the evolution of HR function over the years and how to build a workplace for the future by leveraging technology trends.
The worldwide market is witnessing fundamental alterations in the fast-paced realm of Human Resource Management (HRM), where innovation and technology are replacing old ways. The HRM market, valued at $24.25 billion in 2023 and projected to increase at a CAGR of 12.7% between 2023 and 2030, is seeing unprecedented growth as a result of the integration of digitization and automation. This shift is transforming not just how organizations attract, manage, and retain employees, but also the very structure of employee-employer interactions.
The HR business is seeing a paradigm shift at an unprecedented rate, with AI-powered chatbots easing everyday employee requests and predictive analytics aiding strategic workforce planning. These innovations are changing the dynamics of human capital management, stressing agility, flexibility, and creativity as critical pillars of corporate success, rather than just increasing efficiency.
Staying ahead in this era of fast change and disruption requires a forward-thinking approach to human resource management, where harnessing cutting-edge technology and embracing creative techniques are critical for firms seeking to prosper in an increasingly competitive market.
Our featured expert, Abha Nair, exemplifies this changing landscape. She comes armed with 18 years of experience in operational and strategic HR management, having worked in a variety of industries such as IT, banking, retail, and education.
Abha continues her career with Zee Learn Ltd, where she oversees human capital management, drives HR technology innovation, and fosters corporate culture.
In a recent interview with Women Entrepreneur India, Abha articulately describes her journey in the field of HR and the industry’s evolution from her eyes. She also sheds light on key pointers such as basics of building a workplace of the future, understanding technology trends to stay aligned with the future and much more.
You have amassed 18 years of multi-industry experience in the field of HR. Take us through your extensive professional journey.
My career in the Human Resources function has been incredibly interesting and fulfilling, with assignments of various kinds. It involved in-depth work on organizational design and innovation, experimenting with HR frameworks based on the stage of business, conducting Workforce Analytics and Talent Reviews, managing Talent Acquisition and Retention strategies, and focusing on employee experience management and change management. It entailed a great deal of HR transformational work, always beginning with organizational goals and keeping in mind the future of work.
With over 22 years of experience in large conglomerates such as Hinduja Group, TNT, Essar Group, and the Bagri Group, I have worked across various business domains including IT, Banking, Services, Petroleum, Media & Publishing, Infrastructure, Telecom/Fashion Retail, and currently Education with Zee Learn Ltd. I consider myself an industry-agnostic professional. My longest tenure and career progression occurred at Essar Group, where I served as Head of Human Resources for 14 years, overseeing different core businesses. In 2015, I was honored to receive the Essar Global Award for "Make it Happen." Additionally, I held a Specialist L&D role at the Essar Group level as a GM L&D.
For me, talent is represented by a human being with a distinct set of skills, attitude, and values, which remain consistent across industries. However, individuals adapt to various workstyles and cultures as they navigate different environments and engage with diverse products and services. HR interventions are crafted based on the target group and the specific requirements of business goals, whether short-term or long-term. This encompasses agendas such as employee experience enhancement, performance and retention management, capability building, and simultaneous culture creation.
Over the past few years HR has transitioned from being an administrative function to becoming a core business function. In your opinion which factors have aided in HR function’s evolution over the past few years?
Previously, the classic Human Resource function primarily served as a people and process monitor, evolving into a role of data and talent manager, and now transitioning into an integrated business driver.
This evolution represents more than just a transformation; it reflects a fundamental metamorphosis of the function, where not only mindsets but also the underlying mental frameworks have shifted. This change is evident across people processes, policy frameworks, and technologies.
Today, the HR function has become a crucial integrated business driver and instigator, particularly in response to the continuously shifting socio-political and economic landscape post-pandemic. With fiercer competition due to disruptions, increasingly complex demographics influenced by Diversity, Equity, and Inclusion (DEI) considerations, and a scarcity of talent with the right mindset and capabilities, HR's role has never been more pivotal.
A majority of companies have lately opted for the return-to-work model; however, employees have been more inclined towards remote or hybrid set-up. What is your take on the future of workplaces?
Since the pandemic, there has been an extraordinary impact on the way we work, particularly regarding the flexibility of place and time (anywhere, anytime). Companies have swiftly implemented and embraced technology, embracing virtual work at an astonishing pace. This shift is nearly irreversible and presents a unique opportunity to reset work dynamics using a hybrid model. If executed effectively, this transition can lead to more purposeful, productive, agile, and flexible work lives for employees.
According to me, the Future of Work should be designed keeping the role and job description (JD) in mind for individuals and teams, defining jobs and tasks with critical drivers of success like energy, focus, coordination, and cooperation, considering place and time as pivotal factors. Then, work arrangements suited to that role should be devised, being flexible to individual and organizational needs. There will be no one formula for all; it will all depend on the job profile you belong to. If it requires more physical interface, it will be work from the office; otherwise, it will be hybrid or work from anywhere. Eventually, tasks will be linked to productivity orientation from Anywhere Anytime!
In your opinion, what are the essential components of creating a workplace for today’s day and age? Which areas must HR leaders focus on to create an efficient and motivated workforce?
The workforce today comprises a mix of Gen X, Y, and Z, where there needs to be a fair share for all, along with agility in mind for innovative solution finding. A balanced approach to driving your business is crucial, with a predominant focus on Diversity, Equity, and Inclusion (DEI) agenda in every organization, along with erasing stereotypes. Leading agile change is essential for HR, especially for developing new leadership capabilities and changing mindsets. We must also focus on transforming the culture from the C-suite to the front line to enable a true agile operating model. Measuring progress and continuous improvement with innovation are also critical, along with implementing the right performance management frameworks.
Over the past few years technology has disrupted the field of HR greatly. Which technology trends have had the most significant impact on the HR function as a whole?
The technology disruption in HR has had a more positive impact on HR professionals than negative. This disruption has granted HR a seat at the table for critical decision-making and driving the business, along with stakeholders digitizing routine tasks.
Now, HR is handling softer elements like Diversity & Inclusion (D&I), structuring modes of work based on roles, creating models for continuous performance tracking frameworks, and culture and skill building, which predominantly links to the critical success factors of an organization.
Building adversity and social quotient has become more important than building intelligence quotient due to the ongoing evolution of the socio-economic-technological ecosystem. Generative AI (Artificial Intelligence) and ML (Machine Learning) have significantly impacted HR functions.
AI complements human intelligence by solving tasks based on data provided by humans, especially in Talent Acquisition (TA), while ML finds solutions through research and analysis of data for future predictions like workforce analytics, self-learning and development, career capital progression, surveys, etc.
In your opinion which will be the biggest HR Tech trends for 2024?
In the future of work, AI for Talent Acquisition may emerge as a prominent trend, alongside more evolved HRIS tools aimed at enhancing Employee Experience Management and enablement for both professional and personal benefits. This will encompass aspects such as Skill Development and Management, Learning Experience platforms, Internal Talent Marketplace for facilitating the next move within organizations, Coaching and Mentoring Applications, as well as facilitating employee Wellbeing and home care.
