'When people go to work, they should not leave their hearts at home.' These wise words by Betty Bender, an American author highlight the importance of making an office feel like home. While it is practically not possible, the responsibility falls upon HR leaders to craft an environment that is not only employee-friendly but also transparent, fostering an enjoyable work experience. Amid the ongoing economic slowdown and job recession, the burden on HR leaders intensifies, compelling them to adeptly manage resources by leveraging cutting-edge technology in recruitment and performance management. Outclassing among this vast league of HR leaders is Farzeen Khan, CHRO of Being Human Clothing.

She holds a degree in Commerce and completed an MBA in HR and finance from NMIMS. Advocating for continuous learning, she earned a PG Diploma from TISS and is currently pursuing a Ph.D. Her profession has been marked by versatility and a decadelong journey in senior leadership roles across diverse industries. She initially worked in sales and then forayed into the HR domain spanning consumer goods, telecom, and media entertainment before making a shift to retail. Currently leading the HR function at Being Human Clothing, Farzeen has been playing a pivotal role in shaping organizational strategies and driving transformative initiatives. Let’s hear more from her.

Could you please guide us through your professional journey in HR?

Throughout my professional journey in HR, I’ve focused on driving organizational structures and achievements through strategic HR leadership. I specialize in executing comprehensive strategies that only aligned with business objectives but also with employee growth and enhancing workplace culture. My expertise lies in organizational development, capability building, alignment of roles, career and succession planning, and more. I have collaborated closely with leadership teams, providing executive coaching and mentoring as a certified coach. Alongside this, I actively contribute to areas such as acquisition, promoting diversity, equity, and inclusion (DE&I), and driving technological innovation.

Moreover, my heart goes to make a positive impact through CSR at a personal level and in organizations I have been associated with.

What are some challenges faced by HR leaders in today's business climate?

One significant challenge is the technological advancements, particularly in artificial intelligence (AI) and machine learning. The huge inflow of data demands proactive analysis and adaptation. Being agile to embrace change is essential, and we are building a culture of adaptability to stay in pace. Communication plays a key role in ensuring that changes are effectively conveyed. We're actively building a leadership pipeline internally to provide growth opportunities to our employees. This strategy not only nurtures the team but aligns with our expansion plans. The wide industry knowledge ensures that the strategies evolve as the people and businesses evolve, creating a winwin situation for both employees and the organization.

Tell us about the most significant milestone of your journey. What has been your success mantra?

My strength is in having a sharp eye for detail and a solid grip on finance and business matters. I believe that it helps me navigate the complexities of the business landscape from both people and profits perspectives. One important aspect of my success is the willingness to unlearn and relearn continuously. I firmly believe that staying adaptable and rewiring one's mindset is crucial for personal and organizational success. I've embraced change according to the industries I've worked in, which has made me what I am today. Moreover, the milestone I take pride in is achieving a leadership position at an early stage in my career. My curious nature and business-aligned approach played a key role in this accomplishment.

How do you foresee the India HR landscape changing in the coming future?

Looking forward, the future of HR in India is marked by transformative trends. Remote and flexible work models demand agile HR strategies in the present day. Digital transformation, driven by AI and data analytics, reshapes recruitment and talent management. Today, the focus on mental health and employee well-being gains prominence. At Being Human, initiatives extend beyond traditional benefits to include financial well-being and mental health support. Diversity, equity, and inclusion efforts extend to providing growth opportunities for all, including specially-abled individuals. Data analytics emerges as a crucial tool for HR decision-making and predicting workforce trends. Moreover, the expanding gig economy prompts HR to reevaluate traditional workforce models for seamless integration.

A modern-day HR must foster a culture of learning, facilitating opportunities for employees to acquire new skills and stay relevant in a dynamic environment. Navigating the regulatory landscape, particularly anticipating and preparing for changes like Social Security norms, will be crucial for organizations. On the whole, the future HR landscape in India hinges on all of these key aspects.

Farzeen Khan, CHRO, Being Human Clothing

Farzeen holds a graduate degree in Commerce from Mumbai University, complemented by an MBA in HR and finance from NMIMS. Her commitment to continuous learning is evident in her pursuit of a PG Diploma from TISS and currently pursuing a PhD. She acknowledges the importance of her supportive family, a factor she considers crucial for the growth of married women in the corporate world.