Leaders
Leading a human resources career is a conscious contribution that a people’s leader chooses to make. It requires paying heed to understand human resources needs critically by developing a range of skills. Well, some leaders are naturally ingrained to be human resources leaders while some are products of extensive learning & training in the HR domain.
Radhika Arora, a visionary Group Chief People Officer at Jakson Group ticks the first category as people management skills come to her naturally. Holding nearly two decades of work experience in the HR function, essentially enhancing business through HR strategy and practices, she is passionate about bringing out the best in people. In short, she is an enabler of personal and professional excellence in others.
Let’s get to know Radhika through the exclusive interview excerpts from WE magazine.
Tell us some of the important facets of your life and professional journey.
Well, I was a science student who made a shift to humanities. Post pursuing a B.Sc in Mathematics, Statistics & Computer Science, I went on to pursue an MBA in Marketing & HR from M.S. Ramaiah Institute of Management, Bangalore. I've also done a one-year Diploma course in Computers from NIIT and a diploma in training and development from ISTD. I have recently completed the MBTI Step II certification. In terms of my professional experience, it's been a mix of Renewable Energy, Infra, Electronics & Consumer durables, and Heavy industries. For the last three and a half years, I am taking care of HR function at Jakson Group. We are an Energy and Infra company in operations since last 75 years. Before this, I was part of Sony India into their electronics and consumer durables business. I spent the first 10 years of my career in the Heavy energy industry, employed at Bharat Heavy Electricals (BHEL), a Maharatna PSU.
When I am not working, I love exploring the world and spending time with my 5-year-old beautiful daughter Seher.
You have been a part of the HR industry for almost two decades. Tell us about the expertise you have developed over the years.
I would not like to call myself an expert as I am still learning and developing myself which is a life long journey. Having said that, for somebody at my level leading teams well is quite critical and this skill needs to be developed each day- attracting & retaining talent, inspiring, and coaching them such that they are able to drive excellence consistently. Also, I think I do Stakeholder management well as it’s very important for my role followed by overcoming human resource challenges and linking HR initiatives to the business results.
In HR domain, retaining the right kind of talent is fundamental as people are the only differentiators
What led you to join Jakson Group? Delineate the various responsibilities you shoulder as the Group's CPO.
Having spent seven years at Sony India as Head of Talent, I was at a cusp of my career where I needed a transition to a bigger role and I had two choices – either to be the CHRO for a mid-size company or pursue Talent management in an even bigger brand than Sony. I was fortunate to get this break as Group CHRO for Jakson, early on in my career. It has been a great milestone. Reflecting on this dynamic and exciting 3.5-year journey with Jakson Group, I am encouraged and committed to contributing my best to the HR field.
I think at Jakson we are growing really fast. For me, the biggest responsibility is talent acquisition, attracting the right kind of talent, managing them each day, and keeping them engaged. Furthermore, I also lead HR digitalization, Employee lifecycle management, and solving business challenges linked to people and culture. I also take care of administration & facilities and Corporate Social Responsibility for the Group.
In your opinion, what key challenges you encounter in your current role? Also, what steps do you take to overcome these roadblocks?
At Jakson Group, we are working toward an ambitious plan of more than 100 percent growth this year and beyond in the next couple of years. As people are the key elements in any business, the challenge lies with hiring and retaining the best talent in the industry. Streamlining end-to-end HR systems and making sure that HR is able to keep pace with business in this journey. Being there for the employees, motivating them and keeping them engaged.
Personally for me shifting from a one or two key businesses/promoter-driven company to a Group that has five different businesses run under five different companies has been a big change. Any decision making involves five different CEOs, so the biggest task is how to bring everybody on board, how to really do this stakeholder management better, such that I remain agile and am able to resolve business/people challenges promptly. I realize that every stakeholder and every business is different, so the rules of the game for each business also have to be different. Undoubtedly pressure is immense, but I always remain on my toes, keep my calm and focus on getting the results and resolving conflicts collaboratively.
How do you foresee the Indian HR landscape evolving in the years to come?
In HR domain, acquiring and retaining the right kind of talent is fundamental as people are the only differentiators for any business. Also, I believe it’s the generative AI that is impacting the HR industry significantly, be it the various roles or the way we do business. The way things are evolving in the current landscape, the HR skills needed to be effective in future would be totally different. The key is to adopt the best out of AI and still balance it with human skills. Future-proofing is not possible; becoming agile and staying up-to-date, learning new skills is the only way out to stay afloat in this ever-changing world.
Radhika Arora, Group Chief People Officer, Jakson Group
She is a spontaneous people’s leader, holding two decades of work experience in the HR function, essentially enhancing businesses through HR strategy and practices.
