After my MBA, while working on a project in close coordination with factory workers to enhance plant productivity, I realised the huge human element apart from machinery processes that contributes to organisational or factory productivity,” says Megha Goel, CHRO, Godrej Properties. “We co-designed initiatives that were a win-win for workers and eventually productivity, too, was enhanced. That was my first approach towards employee practices.” After completing her MBA with a specialisation in human resources, she realised she was fascinated by the way people think. “A question arose: How can you generate synergies out of people? After all, it is the HR team that decides if a thousand people in an organisation behave like a mob or work as a unified team towards organisational goals. For that, as organisations, you need to be extremely receptive of how employees are feeling, why they choose to leave or stay and work with you. Only then will they feel incentivised. A business may grow at a very fast rate because its employees are willing to contribute more than what they were giving yesterday, last month or last year. Now how do you generate that? The human resources function, with support from the business, plays a crucial role in enabling people to perform at their best. This collaborative effort has always attracted me to the field.” She shares more in her conversation with R SRINIVASAN. Excerpts:

What are the current best induction practices?
So, how have HR policies changed? It is a very different kind of world where, to engage talent, we need to ensure we're adding value to them as an organisation. The focus is on planning their careers with us because they need to know what to do next...

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