In an exclusive conversation we have Arpana Sikka Mehra, She has 21 plus years of diverse IT engineering and ITES experience working in various gamut of Human Resources including experience in strategic and tactical Talent Acquisition and Talent Management roles. Currently she is working as Global Head- Human Resources at Aricent.
She has played a trusted HR advisors role to senior management over multiple years. She comes with vast experience in setting up business units in global locations, both captive and for business clients, organization restructuring initiatives, building Global Competency Centers (GCC) for compensation and benefits and Workforce Analytics in India and deploying global HR systems.
Arpana has led and managed multiple merger and acquisitions leading people agenda and driving culture alignments and managed multiple locations in APAC, Europe and United States.
Her past experience has been with organizations like Xerox, Satyam, Ernst Young Consulting and Software Technology Group in India and United States.
Arpana graduated from Lady Sriram College with Economics and Philosophy followed by Masters in Human Resources from Lucknow University. She loves travelling and spending quality time with family and community services.
Q- What are the challenges faced by HR Leaders in today’s environment?
HR leaders today face new age challenges like aligning diverse generations in the workplace with each having different aspirations and expectations. Flexible work environment is also a key factor in today’s environment. Career management and development of employees continues to be the an age old matter for all HR leaders. This era of professionals has brought out the best atleast for the HR community on the learning curve, innovations, continuous social awareness, high energy work environment amidst many other. Creating an inclusive work place in the complex and global environment is key to be able to hire and retain the best talent and stay competitive. With these challenges arises the need for change management and continuous shift of the needle to right side of evolution and better maturities. “Strengths lies I differences and not in similarities” is well said by Stephen R Covey.
Q- How is an HR leader’s role evolving and what is future of HR in the digital age?
The role of HR is becoming even more significant in the digital age as disruptive business models are evolving for the momentum of the industry. HR has to now play the role of transformation leader. And at the same time, HR also needs to ensure that the human connect is here to stay, as it brings stability in the digital age. HR digital transformation started several years ago and is still evolving as most companies have treaded the path slow mainly for two reasons of huge cost and multi tiers of change management requirement (it has been a scare for long). In an era of omnichannel transactions, quick access to all spheres of the organization becomes a great journey from discovery to support and development. Anytime, anywhere concepts needs better socialization by organizations and adoption by employees. What could be better if it is further individualized for every member of the organization.
Q- What do you think are the big trends for HR transformation in 2019?
The key tends for HR transformation will involve making data driven decisions for talent acquisition and management. The process is already evolving but we will see more maturity in decision making through data in HR world and people practices. Model of center of competencies in HR (leaner model) as a specialist is here to stay and has already evolved with shared services at the center stage providing non SME work. Traditional roles will perish soon only to push the transformation/change driver with more power. As organizations continue to evolve faster than before, HR needs to build a workplace of trust and respect by creating the most appropriate employee experience. HR teams must build deeper knowledge of teams, business models and organizationin being a successful change agent.
Q- What is an AGILE HR model to you to deal with the digital generations?
By playing the role of a transformation enabler and facilitator, HR is more agile for its internal customers. It creates a highly responsive culture, which is the need of today’s evolving employee base. It helps HR in changing direction quickly based on business need as well as provides transparency. Being agile, HR community will need more empowerment and should be better equipped to think broader, futuristic, continue to be innovative and lead from the fore front. Well defined communication channels not only informing but engaging employees for better readiness is an agile model. Being truly agile is delivering value to the customers because there are many choices available in the open market today and employees being end customers to HR need to be looked upon with the same lens of customer experience. Most traditional HR processes have become redundant and hence going agile is the present and future. Encourage ideas from employees, seeks continuous feedback, continuous learning, simplifying employee review process, fostering more supervisor connect are all key to agile management.
Q- Any other important aspects to consider?
In addition to the above, HR leaders should follow the mantras of adaptability, simpler ways of working and unified approach to human resources. Faster changes in organizations are way of life, how this gets steered by management and driven by change agents will be the success determining factors. Hiring, developing and retaining continues to be top most priorities along with creating inclusive and safe and healthy work place.Employees want to shape their own career path in a focused approach and are mostly time sensitive especially in most Asian markets. Supervisors play an important role in this activity and HR should be available to equip both sides for navigating through again in an agile methodology and create win win. Also, a mention of remote workforce being managed in and engaged manner is another key aspect for HR community. HR must develop the mindset of an agile business partner, shunning the previous roles as gate keeper, executioner or even as a moderator. New age has arrived (as always from time to time), there are little ‘off the shelf’ solutions. Blending individualized approach with continuity will go a long way for Human Resources.
Thank you Arpana!
