A Global HR Transformational Leader for Business Success in 2025

I N D I A April, 2025 A Global Leader Leader Leader for Success in Garima Lal HR Leader People Leaders How Modern HR Leaders are Making a Difference in Growth of Modern Business A Journey of Resilience, Growth, and Unwavering Determination

A Global Leader Leader Leader for Success in

Editor’s Note... Garima Lal: The Powerhouse HR Visionary Shaping Global Success G completely strange world with unknown faces and an alien language, it is indeed a phenomenal journey from a little girl to a global HR leader-Garima. arima Lal’s story doesn’t begin in a boardroom—it begins in Jakarta, where she was a three-year-old girl who only knew the words “yes” and “no.” In a she built an entire function from scratch. And when life called her to step back—for her newborn, her family—she didn’t see it as a pause, but as a pivot. Today, Garima leads from Dubai, having taken the ultimate leap of faith: selling her home, supporting her husband through a career shift, and moving countries to follow a dream she’d nurtured for years. As she was far away from her father during the whole ordeal with cancer, her strength never faltered. Garima Lal is not simply a global HR leader; she is an embodiment of resilience, reinvention, and unabated passion. Her experiences justify the facts that leadership is not about position or the timeline; it is about daring, empathy, and the burning desire to forge ahead, time and again. Before she returned to India at age eight, besides mastering English with an accent making her more different, she also learned self-confidence that will sail her through multiple years of trials. Academic hurdles as well as career twists and unpredicted blows could not stop here; all those incidents rather made her tougher with a sharper edge and molded her leadership DNA. Garima’s path wasn’t linear—it was bold, diverse, and brave. From auditing giants like PepsiCo to mastering people strategy at McKinsey & Company, from launching a chocolate business to transforming startups from the inside out, she has worn many hats. And in each role, she left her signature: empathy, excellence, and empowerment. In 2025, the world is watching Garima. And she’s just getting started, as you will see for yourself in the following pages of this exclusive Women World India’s edition of ‘A Global HR Transformational Leader for Business Success in 2025.’ “ A Catalyst Envisioning Humane-Centric Businesses of the Future. What makes Garima exceptional isn’t just her resume—it’s her ability to evolve. Whether single-handedly managing HR for 1,100 employees or helping scale teams from 65 to 350+, she’s always led with heart and vision. At LinkedIn, she discovered new dimensions of HR. At Oxane Partners, Gaurav PR Wankhade Gaurav PR Wankhade

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F e a t u r i n g Garima Lal’s S t o A Journey of Resilience, Growth, and Unwavering Determination r y Garima Lal HR Leader I define myself as a strong, ethical, and people-driven leader who thrives on continuous self-improvement and embracing challenges every day. I believe that true strength lies not just in resilience but in staying grounded in ethics and values, no matter the situation.

A Global HR Transformational Leader for Business Success in 2025 M and knowing only two words in English—"Yes" and "No"—I found myself overwhelmed in an unfamiliar environment. However, by the time we moved back to India when I was eight, I had transformed into a confident young girl, fluent in English with an accent that set me apart. y name is Garima Lal. My journey began at the age of three when my father’s job took us to Jakarta, Indonesia. Struggling with confidence As I stepped into HR leadership, particularly in transformation and strategic talent management, I realized that my diverse experiences across different geographies, industries and cultural landscapes uniquely positioned me to drive change, build high-impact teams, and cultivate thriving workplace cultures. Yet, the transition wasn’t seamless. I had no knowledge of written Hindi, which led to my first academic failure. But with my parents’ belief in me, I pushed myself, overcame the challenge, and excelled—securing third place in my class by the end of the year. That moment became a turning point, instilling in me the mindset of continuous self- improvement and resilience. Academically, I was consistently among the top students until overconfidence caught up with me in the 12th grade, resulting in a 69% score—insufficient for top-tier colleges like Delhi University. But destiny had other plans. I pursued a BBA (Finance and Banking) with an industry-integrated program, working alongside my studies. My internship at Shoppers Stop placed me at the customer service desk, leveraging my communication skills rather than sales targets like my peers. This early exposure to people management shaped my career path. performance led me to BCG, but within six months, I realized it wasn’t the right fit. Then came LinkedIn, an experience that expanded my thinking beyond traditional HR. The team’s investment in my growth was unparalleled, and I thrived in this dynamic environment. But life had more challenges in store. I ventured into entrepreneurship with Chocolicious, a homemade chocolate business. Within six months, I recognized that while it was a fulfilling experiment, entrepreneurship wasn’t my passion. Driven by my competitive spirit, I excelled in every role—whether as a top-performing collections associate at Global Vantedge, learning HR fundamentals at a consult- ing firm, or gaining hands-on experience in an audit firm where I audited companies like PepsiCo. Amidst this, I also pursued chartered accountancy, which was influenced by my father’s profession. However, my true calling emerged when I chose an MBA in HR, largely encouraged by my family, who saw it as a stable, people-centric career. Determined to push myself further, I pivoted back to HR, joining a startup in agro-tech as an HR Man- ager—learning to be strategic, influencing leadership, and managing multiple functions beyond HR. I later took another leap with a 100+ employee startup, transforming its unstructured HR operations as it scaled to 300+ employees. A pivotal moment came when I interned at a paint manufacturing firm in Accra, Ghana, where I navigated cultural sensitivities and built genuine relationships with the workforce. My efforts earned me a pre-placement offer, marking my official entry into HR. My next challenge was Oxane Partners, a London- headquartered startup with 65+ employees, when I joined. Over five years, I built the HR function from the ground up, scaling the team to 350+ employees and institutionaliz- ing processes. I navigated COVID-19, office expansions, and the complexities of hiring a Gen Z workforce, all while shaping organizational culture and influencing leadership. Upon returning to India, I stepped into recruitment at Convergys, outperforming in hiring and employee referrals. Soon, an opportunity at McKinsey & Company came through a recruitment agency—something I had manifested while waiting for my interview. At McKinsey, I single-handedly managed HR operations for 1,100 employees, earning recognition across the firm. My

Then came a life-altering event—motherhood. Despite flexibility at work, balancing my newborn and personal well-being became my priority. I made the tough decision to step away from my career at its peak, knowing I would have to fight my way back. Through every challenge, my strength has come from the unwavering support of my parents, my brother, my in- laws, my husband, who sacrificed his career for the family, and most of all, my daughter, my greatest inspiration. Everything I have done is to show myself what’s possi- ble—to be a role model who teaches me to dream big, push boundaries, and carve my path. According to the Gallup Strengths Framework, I am deeply people-oriented, with my strengths being Empathy, Development, Woo, Communication, and Adaptability. These qualities enable me to understand different perspectives, connect with people at a deeper level, and positively influence those around me. My ability to adapt, communicate effectively, and inspire others has helped me drive meaningful change, both professionally and personally. Job hunting after maternity leave wasn’t easy, especially at the level I aspired to. But destiny intervened again, and an opportunity in Dubai came knocking—aligning perfectly with my long-held dream of working abroad. This move, however, came at great personal cost: Selling our home, my husband leaving his stable 10-year career at American Express, and moving away from family. More than financial growth, my decision was fueled by my belief in giving my daughter a strong foundation—just as I had received in Jakarta. My journey has been one of bold risks, resilience, and unwavering belief—never settling, always evolving, and continuously striving to inspire and lead. Some motivational phrases I live by: - "Dream big, or you’ll never grow beyond your comfort zone." “My Deepest Motivation” As I already shared, my move to Dubai was a pivotal decision—one driven by both career aspirations and personal priorities. At that time, my daughter was just one year old. I wanted to ensure she had a strong international educational foundation that would help her grow into a confident and well-rounded individual. Dubai offered the perfect balance—an Asian cultural influence, proximity to India (where my family and in-laws are), and a strong professional landscape that aligned with my ambitions. The opportunity to contribute to businesses in a dynamic, fast- growing market, coupled with a better financial outlook, made the decision even clearer. - "Challenges aren’t obstacles; they are opportunities to grow." As we settled in Dubai, life threw another curveball—my father’s health deteriorated. Diagnosed with liver cirrhosis and later colon cancer, he became my biggest emotional battle. Unable to return to India, I juggled my new career while ensuring his treatment alongside my brother, who is supporting him from Adelaide and had visited him in India to get him treated completely. Today, he is a cancer survivor, and I eagerly look forward to reuniting with him soon. - "Success isn’t just about achieving goals—it’s about becoming the person who can achieve them." - "You can either wait for opportunities or create them, and I would like to create them." Major Achievements My journey has been defined by constant growth, resilience, and a deep belief in my capabilities, even when I wasn’t actively seeking opportunities. As I stepped into HR leadership, particularly in transformation and strategic talent management, I realized that my diverse experiences across different geographies, industries, and cultural landscapes uniquely positioned me to drive change, build high-impact teams, and cultivate thriving workplace cultures. Over the years, this passion has only grown, and today, I take pride in elevating businesses through strategic HR solutions and people-centric approaches. From my school days, I was never the topper, but I consistently ranked among the top 5-7 students. What stood out was how my teachers always told my parents that they expected more from me, which pushed me to strive harder. My parents' unwavering belief in me after every parent- teacher meeting was a huge motivation—it reinforced that others saw my potential even before I fully realized it myself. Over the years, this passion has only grown, and today, I take pride in elevating businesses through strategic HR solutions and people-centric approaches. “Quotes That Inspire Me” During my BBA (Industry Integrated), I was selected for an internship at Shoppers Stop. While most students were assigned to sales roles, I was placed at the customer service desk, where they saw my people management skills, clear voice, and strong oration capabilities—an early validation of my strengths. My next milestone came during my MBA when I interned at a leading paint manufacturing company in Accra, Ghana, which later offered me a full-time role—a significant moment that expanded my global career exposure. I define myself as a strong, ethical, and people-driven leader who thrives on continuous self-improvement and embracing challenges every day. True strength lies not just in resilience but in staying grounded in ethics and values, no matter the situation. My positive outlook allows me to see opportunities even in challenges, and I firmly believe that dreaming big is the only way to achieve extraordinary success—if your dreams aren’t big enough, you’ll never push yourself to get closer to them.

Dream Big, Take Risks – I have never settled for the ordinary. Whether it was moving countries, transitioning from Big 4s to startups, or even trying my hand at entrepreneurship, I have always challenged myself to step outside my comfort zone. Growth only happens when you take bold steps. came when I got my first Big 4 opportunity through a recruitment partner’s call, despite not actively looking, and cleared the interview in one go—this was when I truly believed in manifestation. From there, I transitioned to BCG, where an ex-McKinsey manager specifically asked me to join her team. • thought leaders, I gain insights that help me bring fresh, data-backed strategies to the organizations I work with. Adaptability & Agility - Having worked across Big 4s, startups, and diverse global markets, I’ve built a strong ability to pivot quickly and lead change. Transformation isn’t just about reacting to challenges—it’s about anticipating them and proactively driving solutions that ensure business and people success. 3. People Are the Heart of Any Business – Whether it’s hiring the right talent, building high-performing teams, or shaping cultures, I believe that HR’s role is not just operational—it’s transformational. I don’t just hire people; I build organizations that inspire, engage, and retain talent. A defining moment was my move to LinkedIn, where I became part of one of the most talented global talent teams. Winning a global competition on candidate delighters was an incredible highlight, solidifying my belief in my ability to drive impactful HR experiences. • Sustainability is no longer just a corporate responsibility—it’s a business imperative. People-Centric Transformation - At the core of any organizational change is its people. My focus is on building workplaces where employees thrive, whether through leadership development, talent retention, or organizational culture shifts. I ensure that every business strategy is human-centred because engaged and empowered teams drive long-term success. 4. Then came entrepreneurship—I took a bold step and started Chocolicious, an exciting venture that taught me invaluable lessons about business, resilience, and self-awareness. I soon realized that entrepreneurship wasn’t my true calling, leading me back to the corporate world. But instead of returning to the safety of large firms, I took a career risk by joining startups, seeking a bigger role, impact, and expo- nential growth. Here, I built HR functions from scratch, shaped organizational culture, and developed high- performing teams, proving my ability to transform organizations. Adaptability & Resilience – Having lived and worked across multiple countries, I have learned that success comes to those who adapt, evolve, and embrace change. The only constant is transformation, and the ability to pivot with confidence has been a game- changer for me. • Leveraging Technology for HR Innovation - HR today is more than policies—it’s about using AI, automation, and analytics to enhance efficiency, decision-making, and employee experience. I ensure that businesses integrate the right HR tech solutions to stay ahead in an increasingly digital world. 5. Empower, Influence, and Elevate – Leadership is not about power; it’s about influence and impact. My Gallup strengths—Empathy, Developing, Woo, Communication, and Adaptability—enable me to connect with people, understand their perspectives, and create meaningful, lasting change. • And then came my biggest leap—moving to Dubai, a decision driven by career aspirations, family, and the desire to give my daughter a strong international educational foundation. It was a bold step into new horizons, marking a significant milestone in both my personal and professional journey. Bold Decision-Making & Risk-Taking - Throughout my career, I have taken bold, calculated risks, from moving from established corporates to startups, leading HR transformations, and building organizations from the ground up. I encourage businesses to think beyond traditional HR, embrace innovation, and create future- ready workplaces. 6. In short, my success comes from believing in possibilities, challenging the status quo, and always keeping people at the centre of everything I do. A Principled Approach for Staying Ahead of the Curve Every achievement has reinforced one truth—when you believe in your potential, opportunities will find you. Staying ahead in an evolving landscape requires a blend of adaptability, continuous learning, and strategic foresight. My approach to remaining future-ready and driving organizational transformation is built on key principles: The Guiding Philosophy that Drives Me Scaling Organizations Through Strategic HR - I have been a part of organizations where I started with just three employees, then scaled to 60, 100+, 250+, and eventually 400 employees. At every stage of growth, HR strategies, policies, and processes had to evolve—whether it was hiring structures, performance management, engagement initiatives, or leadership development. This journey reinforced the importance of staying updated, being adaptable, and aligning HR with business needs to ensure sustainable success. 7. The guiding philosophy behind my success has always been centred on people, purpose, and continuous growth. I believe that organizations don’t succeed—people do, and as an HR leader, my role is to unlock potential, create thriving cultures, and drive business impact through people-centric strategies. Business Continuity & Crisis Preparedness - During COVID-19, I played a crucial role in Business Continuity Planning (BCP) at Oxane, ensuring the organization was not only able to navigate the crisis but was also better prepared for future disruptions. This experience reinforced my belief that resilience and foresight are key to business success. 1. My core principles that have shaped my journey: Ethics & Integrity First – No matter the situation, I stay true to my values. Trust is the foundation of leadership, and I have always believed that strong ethics lead to long-term success. • In a world of constant disruption, my goal is not just to adapt but to lead transformation, ensuring that businesses don’t just survive change but thrive through it. Continuous Learning & Industry Engagement - I actively attend conferences, engage with business leaders, and stay connected to evolving trends. By networking with HR innovators, industry experts, and 2.

Building a People’s Culture insights, and a commitment to continuous innovation. Whether in HR leadership or business strategy, my approach revolves around aligning business objectives with human-centric solutions to drive sustainable impact. My leadership philosophy is rooted in people-first thinking, authenticity, and empowerment. I firmly believe that HR is not just about policies and processes—it’s about building a culture where people thrive, feel valued, and contribute meaningfully to business success. How I Strike the Balance: Alignment & Clear Value Proposition – My philosophy is simple: alignment between parties and showing people "what’s in it for them" is what works best. Whether dealing with employees, leadership, or external stakeholders, I ensure that expectations are clearly communicated and mutual benefits are established. • My Approach to Leadership & Team Building ? Leading with Empathy & Influence – As someone whose strengths include Empathy, Woo, Communication, and Adaptability (Gallup framework), I prioritize understanding people, fostering trust, and influencing through inspiration rather than authority. A great leader isn’t just direc- tive—they listen, coach, and uplift. Understanding Stakeholder Needs – Actively engaging with customers, employees, and business leaders allows me to anticipate expectations and design solutions that truly address their needs. • ? Creating a Culture of Ownership – I don’t believe in micromanagement. Instead, I empower my teams by giving them autonomy, accountability, and trust. When employees feel ownership of their work, they become more engaged, innovative, and invested in the company’s success. Data-Driven, People-Centric Approach – By leveraging data insights while staying human-focused, I create strategies that balance business objectives with user experience. • ? Agility in Scaling Organizations – I have led HR transformations from startups with just three employees to scaling teams of 60, 100+, 250+, and 400 employees. At each stage, my role has been to adapt strategies, redefine policies, and implement scalable people solutions while ensuring the company’s culture remains strong. Innovation Through Agility – Whether scaling a startup or transforming a large organization, I ensure that business and employee needs remain in sync through flexible, evolving strategies. • ? Fostering a Growth Mindset – I encourage continuous learning, open feedback, and career development within my teams. A growth-driven workforce is a resilient one, and I ensure that my leadership approach nurtures this mindset. Fostering a Culture of Continuous Improvement – Open dialogue and feedback loops help refine solutions and maintain alignment between what businesses expect and what employees experience. • ? Building Resilience & Future-Readiness – From leading Business Continuity Planning (BCP) during COVID-19 to staying ahead of HR technology and industry trends, I ensure that my teams are prepared for the future, not just the present. Adaptability is key to long-term success, and I lead by example in embracing change with confidence. At the core, people drive success, and when they see value in what they do, they contribute more meaningfully—making alignment and clear communication the foundation of impactful leadership. My journey has been defined by constant growth, resilience, and a deep belief in my capabilities, even when I wasn’t actively seeking opportunities. Embedding Sustainability into HR & Business Operations Ultimately, HR leadership is about enabling people to bring their best selves to work every day. I strive to inspire, challenge, and support my teams—because when people grow, businesses grow. Sustainability is no longer just a corporate responsibility—it’s a business imperative. In the UAE and Dubai, sustainability is a national priority, with ambitious goals for clean energy, waste reduction, and environmental conserva- tion. As a leader in the manufacturing industry, I ensure that these principles are embedded not just in business operations but also in our people strategies and employee engagement initiatives. The Equilibrium Balancing customer expectations with user experience requires a deep understanding of people, data-driven

How I Contribute to a Sustainable Future: environmental responsibility. Through conscious leadership and strategic HR practices, I remain committed to building a greener, more sustainable future for both businesses and people. • Industry-Wide Impact – In manufacturing, sustainability plays a role at every stage—from material selection to disposal, solar power integration, and the use of bio-diesel transport. By promoting these eco-friendly solutions, we contribute to a greener future while optimizing operational efficiency. Committed to Excellence, Innovation, and Elevating Businesses with Strategic HR & People-Centric Solu- tions • Sustainable Employee Engagement – Even within HR and workplace initiatives, I ensure that sustainable materials are used in employee engagement programs. Whether it’s event setups, office supplies, or training materials, we strive to minimize waste and promote environmentally responsi- ble choices. Throughout my career, I have been passionate about transforming organizations through strategic HR and people-centric solutions. One of the most transformative initiatives I led was during my tenure at a rapidly scaling startup. The company was transitioning from a small team to a structured organization, and I was entrusted with building the HR function from the ground up. • Advocating for Sustainability in Business & HR – As a leader, I believe that people play a crucial role in driving sustainability. Creating awareness, integrating green practices into corporate culture, and encouraging responsi- ble decision-making at all levels ensures that sustainability becomes a collective effort, not just a compliance requirement. I spearheaded a holistic talent strategy that not only focused on hiring top talent but also on cultivating a thriving work culture. This included implementing a competency-based hiring framework, designing an agile performance management system, and launching leadership development programs to future-proof the workforce. Recognizing the power of technology, I integrated HR automation tools to enhance efficiency, enabling data-driven decision-making and improving employee experience. The UAE’s sustainability vision aligns with my belief that business success should go hand-in-hand with Additionally, I championed an employer branding initiative that positioned the company as a talent magnet, resulting in a 40% increase in inbound applications and a stronger industry reputation. By aligning people strategies with business goals, we scaled from 60 to 250+ employees while maintaining a high-performance culture, boosting retention, and fostering innovation. “Looking ahead, my vision—both personally and professionally—is centred around growth, impact, and transformation.” This experience reinforced my belief that when people thrive, businesses excel. My commitment remains to drive impactful HR strategies that empower organizations, elevate cultures, and unlock sustainable growth. Staying Ahead in a Digital Age In today’s dynamic business landscape, leveraging technology in HR is not just a choice—it’s a necessity. I have

2. Strength-Based Development: By fostering a culture that champions strengths, encourages diversity of thought, and provides continuous learning opportunities, we are not just building a workforce—we are shaping a resilient, innovative, and future-ready organization. Instead of a one-size-fits-all approach, I emphasize leveraging individual strengths to drive growth. By using strength assessments and personalized career paths, we empower employees to hone what they are naturally good at rather than solely focusing on areas of improvement. This approach has significantly improved engagement and productivity, with employees feeling more aligned with their roles and career aspirations. Triumphing Over Obstacles Challenges test leadership, but they also reveal the strength of an organization’s culture. One of the most defining moments in my career was leading employee well-being and crisis support during the COVID-19 pandemic—a time when survival wasn’t just about business continuity but about safeguarding lives. 3. Creating an Ecosystem of Continuous Learning & Empowerment: Skill development isn’t a one-time initiative—it’s an evolving journey. We integrate AI-driven learning platforms that provide personalized upskilling, ensuring employees stay ahead of industry trends. Additionally, mentorship programs and cross-functional collaborations allow employees to step out of their silos, explore new challenges, and grow beyond their defined roles. As cases surged and resources became scarce, our COVID support team, including myself, was available 24/7, ensuring that employees and their families had access to critical aid. We arranged oxygen cylinders, hospital beds, medications, and even food deliveries for those in isolation. More importantly, we recognized that beyond physical health, mental well-being was equally critical. Employees always been a firm believer in harnessing the power of digital transformation to drive efficiency, enhance employee experience, and deliver data-driven results. Staying ahead in the digital age requires agility, and my approach has always been to integrate cutting-edge HR tech solutions while keeping the human element at the core. By combining data intelligence with people-centric strategies, we continue to build organizations that are not only efficient but also resilient and future-ready. One of the key areas where technology has been a game- changer is talent acquisition. By implementing Applicant Tracking Systems (ATS) and predictive analytics in one of the previous startups I worked for, we streamlined hiring, reduced time-to-fill by 35%, and improved the quality of hires through data-backed decisions. Additionally, HR analytics has played a critical role in workforce planning, helping us anticipate talent needs and mitigate attrition risks proactively. “How Do I Empower My Team?” A thriving work culture isn’t just built on policies—it’s driven by mindsets, continuous growth, and an environment where every individual feels valued and empowered. My approach to cultivating such a culture revolves around three key pillars: growth mindset, strength-based development, and inclusive diversity. Automation has also transformed performance management. By integrating real-time feedback platforms and ongoing performance and goal reviews, we have shifted from annual reviews to continuous performance tracking, leading to a 30% increase in employee engagement scores. Furthermore, leveraging HR dashboards and people analytics has empowered leadership with actionable insights, enabling smarter decision-making and enhancing overall productivity. The guiding philosophy behind my success has always been centred on people, purpose, and continuous growth. 1. Changing Mindsets for Diversity & Inclusion: True diversity goes beyond demographics; it’s about embracing diverse thoughts, experiences, and perspectives. I focus on shifting mindsets by fostering a culture of psychological safety where employees feel encouraged to voice ideas without fear. Through structured unconscious bias training and diverse hiring strategies, we ensure that inclusivity is ingrained in every aspect of the workplace. More importantly, I advocate for merit-based growth, where each individual is recognized for their unique contributions rather than conforming to a predefined mould. Beyond efficiency, technology has been instrumental in shaping an inclusive and high-performing culture. From online learning platforms that personalize employee development to digital well-being solutions that enhance work-life balance, we ensure that technology serves as an enabler of growth rather than just a tool for automation.

Building People-Centric Contingency Plans The future will always hold uncertainties, but organizations that prioritize people, invest in adaptability and integrate human-centric BCPs will emerge stronger. My focus remains on ensuring that businesses don’t just survive disruptions—they thrive through them, with their people at the core. The post-pandemic era has reinforced a powerful les- son—business resilience is only as strong as its people strategy. While organizations have traditionally focused on financial and operational continuity, the pandemic highlighted the critical need for people-centric contingency planning that ensures employee well-being, engagement, and productivity during uncertain times. Riding on the Revolutionary Times In today’s rapidly evolving business landscape, organizations are increasingly going beyond the physical realm, embracing digital transformation, constant consumer engagement, and virtual experiences. HR functions must keep pace with these changes to ensure that they align with business goals and create an agile, tech-enabled, and people-centric workforce. As part of the Business Continuity Planning (BCP) team, I have worked extensively on designing frameworks that balance business sustainability with workforce resilience. A key aspect is scenario-based workforce planning, where we identify potential risks—be it economic downturns, global crises, or technological disruptions—and build agile talent strategies to mitigate them. To address these critical factors, I focus on a few key areas: Some of the key initiatives I drive include: Digital Integration in HR Processes: HR must embrace technology to streamline operations and enhance employee experience. This means leveraging HR tech platforms, AI-driven recruitment tools, and learning management systems to create seamless processes, from talent acquisition to employee development. The goal is to ensure that HR teams are data-driven, able to adapt quickly, and can deliver personalized solutions at scale. • Crisis-Ready Workforce Strategies: By implementing flexible work models, cross-functional training, and digital collaboration tools, we ensure that employees can seamlessly transition between roles and locations in times of crisis. • Employee Well-Being as a Business Priority: We have embedded mental health support, wellness programs, and emergency response teams into our BCPs to ensure employees feel supported, both personally and professionally. • Continuous Learning and Skill Development: As businesses go digital, so must the workforce. We must foster a culture of continuous learning, encouraging employees to upskill and reskill to stay relevant in a tech-driven world. Providing access to online courses, digital workshops, and virtual mentorship programs helps employees remain engaged and adaptable to emerging trends. • Workforce Analytics: Leveraging predictive analytics, we proactively identify engagement dips, attrition risks, and productivity patterns, enabling us to make data-backed decisions in real-time. • were dealing with anxiety, grief, and burnout, so we introduced 24/7 counselling services, mental health sessions, and peer support groups to ensure no one felt alone during this crisis. I firmly believe that HR is not just about policies and processes—it’s about building a culture where people thrive, feel valued, and contribute meaningfully to business success. Remote & Hybrid Work Infrastructure: The pandemic showed us that remote work isn’t a stopgap solution but a long-term enabler. We have built robust hybrid models that ensure business continuity while giving employees the flexibility to work in ways that enhance their well-being and efficiency. • Understanding the toll of the virus, we implemented a two- month COVID leave policy, ensuring that employees had the time to recover without the stress of work or job security. Additionally, we provided financial aid and flexible working arrangements for those supporting affected family members. Employee Engagement and Communication: With remote and hybrid work models becoming the norm, HR must focus on maintaining strong lines of communication and employee engagement through virtual platforms. Using digital collaboration tools like Slack, Microsoft Teams, or even AI-powered engagement platforms ensures that employees feel connected, valued, and motivated despite physical distances. • Proactive Communication & Leadership Align- ment: Clear, transparent communication is at the heart of crisis management. We have established rapid- response teams, leadership town halls, and digital communication channels to keep employees informed and engaged during uncertain times. • What this experience taught me is that true leadership isn’t just about strategy—it’s about empathy in action. By prioritizing our people, we didn’t just help employees through a crisis; we built a culture of trust, care, and resilience that continues to define us today.

Data-Driven Decisions: HR is increasingly relying on data analytics to inform decisions. By leveraging data, organizations can measure employee satisfaction, productivity, performance trends, and retention, allowing HR leaders to make proactive adjustments to their people strategies. This helps create tailored experiences for employees and optimizes their journey within the organization. • A crucial part of my daily routine is my one-hour conversa- tion with my parents—a non-negotiable ritual that keeps me connected to them and ensures they never feel ignored, no matter how busy life gets. This emotional connection gives me peace and a sense of fulfilment. More importantly, don’t wait for the perfect moment; start now. Every step forward—big or small—brings you closer to your goals. Whether you’re building a startup, leading a team, or stepping into a leadership role, your unique perspective and determination can redefine industries. I work 10-11 hours daily, five days a week, and once I’m home, I switch off from work mode and recharge by spending quality time with my daughter, sharing conversations with my husband over dinner, preparing for the next day, and carving out an hour of ‘me-time’ to unwind. This conscious detachment from one task before engaging in another helps me stay present and avoid mental exhaustion. Success isn’t just about making it to the top; it’s about inspiring others along the way. So, dream big, take bold risks, and lead with confidence and authenticity. The world is waiting for the impact you can create! Wellness in a Digital World: As we prioritize employee experience, we must also ensure that employee well-being is at the forefront. The shift to remote work and the ongoing digital transformation can blur the boundaries between personal and professional life. It is essential to incorporate wellness initiatives that support mental health, work-life balance, and overall well-being in this new digital-first era. • “Let’s Create a Humane Future, Together!” Looking ahead, my vision—both personally and professionally—is centred around growth, impact, and transformation. Weekends are purely for family. Stepping away from routine, going out, and creating memories together keeps my personal and professional life in harmony. By giving my full attention to one aspect at a time, I prevent overlap and stress, ensuring that both my work and personal life flourish without compromise. Professionally, I aspire to continue redefining HR as a strategic business enabler, not just a function. The future of HR lies in data-driven decision-making, technology integration, and people-centric leadership. I am committed to leveraging AI, analytics, and digital innovations to enhance workforce strategies, create thriving work cultures, and build organizations that are agile, inclusive, and future- ready. By integrating these strategies, HR can effectively support businesses in navigating the digital age while ensuring that employees are empowered, engaged, and equipped for the future. “Advice from My Heart” India’s entrepreneurial landscape is evolving rapidly, offering immense opportunities for aspiring leaders—especially women—to carve their paths. However, success in business isn’t just about having a great idea; it’s about resilience, strategic thinking, and unwavering self- belief. Unwinding Personally by Immersing in the Moment Beyond my current role, I am contributing to the global HR landscape by mentoring future leaders, sharing insights through industry forums, and influencing policies that drive meaningful workplace transformation. My goal is to champion diversity, employee well-being, and leadership development, ensuring that businesses don’t just succeed but empower their people along the way. Work-life balance, for me, is about being fully present—whether at work or home. I believe in immersing myself completely in whatever I do, which helps me stay focused, avoid unnecessary stress, and truly enjoy both my professional and personal life. For young entrepreneurs, my guidance is simple: own your journey, embrace challenges, and never let self-doubt overpower your ambition. There will be roadblocks, but the key lies in developing a problem-solving mindset and continuously upskilling yourself. Surround yourself with mentors, seek knowledge relentlessly, and understand that leadership is built through action, not just aspirations. When I’m at work, I am 100% engaged in my role, ensuring productivity and impact without distractions. I disconnect from personal responsibilities and immerse myself in strategizing, problem-solving, and driving people- centric initiatives. This complete focus allows me to be efficient, so when I step out of the office, I can transition seamlessly into my world without lingering work stress. Growth is a lifelong journey. I aspire to challenge myself every day, embrace new learning opportunities, and expand my influence in the HR and leadership space. Whether it’s through writing, speaking engagements, or coaching, I want to continue inspiring professionals—especially women—to dream big and break barriers. I believe that organizations don’t succeed—people do, and as an HR leader, my role is to unlock potential, create thriving cultures, and drive business impact through people- centric strategies. To women aspiring to enter the industry, my message is even stronger—break barriers, not your confidence. The business world might still have biases, but the best way to challenge them is by letting your work speak for itself. Be assertive, play to your strengths, and build a strong network of like-minded individuals who uplift and support you. Once home, my two-year-old daughter and my incredibly supportive husband became my biggest source of joy and relaxation. Their love and laughter instantly detox me from any work-related pressures. I ensure that during family time, my phone and laptop take a backseat—I don’t let work thoughts creep in, so I can be fully present in those precious moments. At the core of it all, my impact will always be about people—helping them unlock their potential, build meaningful careers, and thrive in workplaces that truly value them. The future of HR is human-centric, and I am excited to play a role in shaping that future.

You will be defined not just by what you achieve, but by how you survive.

Able Leads 26 | Women World India April, 2025 | 27

effectively implement HR programs. They can have tough conversations with tact and diplomacy, building trust and a work culture of positivity and inclusion. technology trends, talent management strategies, and future of work trends. They are open to new ideas and open to change, guiding the company through its transformation into the ever-changing business world. Their foresight ensures that the organization is well-placed to meet future challenges and opportunities, and its competitiveness in the talent marketplace is not compromised. Characteristics of Impactful HR LEADERS in Redefining the Business Success A business acumen is another key characteristic of successful HR leaders. They reach beyond the traditional HR activities to understand the business core operations of the firm, its financial performance, its products or services, and its customers. They use this business expertise to align HR programs and strategies to have a direct impact on the achievement of business results. They communicate business, they care for the challenges and opportunities of the organization, and demonstrate the hard-edge worth of HR to efforts as varied as customer satisfaction, profitability, and productivity. Keeping that in perspective, they can be appreciated and revered mentors to other business executives, as strategic partners to the general welfare of the organization. Lastly, strong HR leaders exhibit empathy and real concern for the well-being of employees. They understand that employees are the most valuable asset of a company and do their best to create their workplace as a productive and inspiring place where individuals can thrive. They encourage employee well-being, work-life balance, and career development initiatives. They foster an inclusive culture where several voices are heard and valued, and the employees feel empowered and valued. Their focus on employee well-being not only increases the morale and job satisfaction of employees but also results in improved productivity, reduced employee turnover, and healthy organizational culture that allows employers to achieve a competitive advantage in hiring and retaining high performers, resulting in business success. Successful HR leaders also are unswervingly committed to practice honesty and ethics. They recognize the sensitive nature of HR activity and uphold the highest ethical principles of neutrality, transparency, and confidentiality. They practice ethically guided decision-making and ensure that all HR practice and policy are legal and regulatory compliant. They serve as the representation of the workforce and are characterized by fair treatment and respectful and harmonious working environments. Their ethical conduct creates trust and believability in the company, and this leads to building a positive reputation and obtaining and maintaining high-performing talent who share a belief in integrity. In short, successful HR leaders combine a compelling mix of strategic thinking, excellent communication, solid business acumen, rock-like integrity, fact-based decision- making, forward-looking proactiveness, and authentic interest in the well-being of employees. These capabilities allow them to move outside the classic mandates of the HR career and become credible partners in reimagining business success for the modern era. Through the strategic management of talent, building a positive culture, embracing technology, and investing in the employee experience, they drive organizational growth, innovation, and competitiveness and thereby become business-critical leaders. T ransformational HR leaders envision a thriving new business beyond an old administrative job to organizational agents of growth and change. Through the speeded-up pace of change, tech disruption, and mobile talent, these leaders have a very clear set of talents, characteristics, and mind-sets that allow them to redesign business success. They are not just reacting to trends but actually shaping the future of work in their organizations, setting a culture of innovation, engagement, and high performance. Their profile extends beyond usual HR competencies, ranging from strategic awareness to being a great communicator, possessing immense business acumen, exhibiting ethical behaviour, and being forward looking in orientation. strategic planning meetings and offer insights regarding people implications of business decisions. They can turn business strategy into actionable human resources action plans on talent acquisition, development, and retention to put the company into position with the right skill sets to implement its strategic objectives. Their own vision allows them to look forward at workforce requirements and plan ahead in anticipation of getting ready for them, positioning the company for further growth and competitiveness. Second, strong HR leaders possess a sharp data and analytics orientation. They enjoy the ability of data to drive fact-based decision making and monitor the effectiveness of HR initiatives. They leverage HR technology and analytics ability to gather, analyze, and interpret HR data, to identify trends, patterns, and insights that inform talent strategies and improve organizational performance. They are able to measure HR metrics in terms of tangible business outcomes that substantiate the return on investment for HR initiatives and programs. It allows them to systematically improve HR practice and provide evidence-based inputs to inform decision-making across the organization. With a strategic mind comes excellent communications and interpersonal skills. Great HR leaders are great communicators able to simplify and communicate complex HR concepts convincingly to different constituencies, i.e., executive management, workers, and outside constituencies. They are listener leaders, understanding the concerns and needs of the workers and skilled at establishing excellent working relationships within the organization. They create open, honest communications forums that listen and value the workforce. Influence and interaction with other leaders and departments are their secrets to being able to drive organizational change and The most important attribute of successful HR leaders is possessing a strategic mindset. They possess the ability to make decisions above operation day-to-day activities and align HR planning with higher business goals and objectives. They possess the knowledge regarding competitive environment, industry forces, and determinants of organizational success. These leaders are present during Being forward-thinking and pro-active is the hallmark of successful HR leaders, too. They are never content with what exists but are always looking for new ways to improve and evolve HR practice to match evolving business and workforce needs. They are up to speed on the latest HR 28 | Women World India April, 2025 | 29

R practitioners today are no longer administrative H nies today. As a reaction to today's fast-paced and fast- changing business environment, which is marked by increased velocity of technological changes, shifting demographics of the workforce, and increasing global integration, the role of HR has indeed been redefined. How HR leaders in today's organizations are stepping up to the challenge, leveraging their experience to initiate building capabilities, construct positive organization cultures, mobilize employee engagement, and catalyze more comprehensive business outcomes. Their voice carries to broad portions of the company, making them highly valuable advocates for sustainable development. assistants; they are now business partners who are leading the trajectory of development of compa- MODERN HR LEADERS are Making a Difference in Growth of Modern Business People Leaders 30 | Women World India April, 2025 | 31

Strategic talent management highly likely is the single most powerful means by which HR leaders of today drive business growth. They know that the success of a company hinges on getting, growing, and keeping best-in-talent performers. It's not just about filling seats with bodies; it's an entire strategy that aligns talent and business strategy. HR leaders today can force plan, predict future skill needs, and employ forward-looking recruitment tactics to bring in the right talent at the right time. They apply evidence-based intelligence to recognize talent gaps and create well- targeted development plans to reskill and upskill current employees. They also consider potential retention and make an investment in creating strong and substantial work culture that avoids expensive turnover and preserves institutional knowledge. In making the business highly engaged and skilled workers, HR leaders directly influence increased productivity, innovation, and ultimately business growth. stress, and improved overall productivity, all required to drive sustainable business growth. Technology integration is yet another field that new HR leaders are creating business influence. They are using digital platforms and software to automate back-end procedures, streamline HR functions, and discover actionable insights in HR data. They are using HR analytics to identify trends, measure the impact of HR programs, and make data-driven decisions that drive business outcomes. Artificial intelligence-based recruitment platforms, learning management platforms, and performance management platforms are becoming the pillars of the HR function, enabling HR leaders to operate more efficiently and strategically. This technology revolution empowers HR professionals to allocate more time for strategic activities such as talent planning, organizational design, and change management, all being drivers of business growth in the digital economy. Apart from talent acquisition and growth, contemporary HR leaders are mainly tasked with building a positive and inclusive culture. They realize that positive culture is the basis of employee engagement, productivity, and business success in general. HR leaders lead DEI efforts because they believe that a diverse workforce offers rich diversity of various viewpoints and experiences which can fuel innovation and better decision-making. They cultivate cultures of open communication, teamwork, and ongoing feedback, in which the employees get respect, appreciation, and empowerment to deliver the best. Through creating great workplaces, the HR leaders optimize the employees' morale, reduce the absenteeism levels, and give a sense of belonging that gets translated into greater levels of commitment and loyalty, all of which get directly converted into the bottom line. HR leaders these days are also emerging into a leadership position in the area of leadership development. HR leaders understand that organizational success requires leadership at all levels within an organization. HR leaders develop and implement leadership development programs that emphasize leadership competencies such as strategic thinking, communications, emotional intelligence, and motivating and inspiring others. By investing in successful executives, HR gives the organization the ability to innovate, weather adversity, and achieve its strategic goals. Adequate succession planning is also enhanced by the development of a robust pipeline of leadership to ensure continuation and reduce disruption to the core roles, the heart of sustainable business stability and growth. In most cases, HR leaders today are actively contributing to the success of today's businesses. They have evolved from administrators to strategic business partners who occupy the prime position in talent acquisition, development, and retention, organizational culture, employee experience, technology optimization, and leadership development. By aligning HR activity with business company-wide goals and using data-driven insights, they walk head-on towards increased productivity, innovation, employee engagement, and ultimately sustainable business success in the current competitive market scenario. Their ability to handle complexity, their resilience to change, and voice on behalf of the employees make them a treasure for any organization which would like to remain alive. Employee experience is one such space where the HR leaders of the current era are playing a significant role. They know that excellent employee experience encompasses all the touch points an employee experiences in the company, right from recruitment to resignation. HR executives are dedicated to designing end-to-end and deliberate employee experiences with technology to automate processes like onboarding and performance management. Employee well- being is on their agenda, including acknowledgment of how a healthy and supported workforce equates to business success. Initiatives like flexible working, mental health initiatives, and well-being rewards are mainstreaming, driven by HR leaders who are concerned with the well- being of employees. By putting employee experience first, HR leaders create higher levels of engagement, reduced 32 | Women World India

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A Global HR Transformational Leader for Business Success in 2025