Rendezvous With Radhika Arora Group Chief People Officer, Jakson Group on HR Challenges in 2024
Radhika is a change leader, a problem solver, and an enabler of personal & professional excellence. She has over 20 years of work experience in enhancing business through HR strategy and practices.
She has led and driven many technological and cultural transformations in organizations and is skilled at building teams and capabilities ground up with sustainable and scalable systems.
Currently, she is working as the Group Chief People Officer at Jakson Group. Prior to this, she worked for 7 years with Sony and 10 years with Bharat Heavy Electricals Limited.
She has graduated from M.S Ramaiah Institute of Management with specialization in HR & Marketing. Her credentials include certification as an MBTI Practitioner, Jombay 40 under 40, OPQ certification, and coaching skills. She is an active participant in various professional bodies like SHRM, NHRDN, CII, etc.
Q- What do you foresee HR Challenges in Energy and Infra sector for 2024?
In 2024, the Energy and Infrastructure sector is navigating a sea of change, and HR is right at the helm. One of the most pressing challenges we face is bridging the talent gap, especially in areas like renewable energy technologies and sustainable infrastructure solutions. We’re not just looking for skilled professionals; we’re searching for visionaries who can drive innovation in a field that’s evolving at lightning speed.
Another significant hurdle is fostering a more diverse and inclusive workforce. This isn’t just about numbers; it’s about creating an environment where diverse thoughts and backgrounds are not just welcomed but are seen as crucial for our growth. We’re focusing on initiatives that break down barriers and build a culture of belonging and respect.
Moreover, the shift towards remote and flexible work arrangements has been accelerated by recent global events. This shift isn’t temporary; it’s a glimpse into the future of work. Balancing the benefits of remote work with the need for collaboration and team building is a delicate act. We’re exploring innovative solutions, from digital collaboration tools to reimagined office spaces, to keep our teams connected and productive.
Ultimately, these challenges require a blend of empathy, strategy, and innovation. It’s about understanding the human element behind every policy and every decision. As HR professionals, we’re not just managing resources; we’re nurturing the growth and well-being of every individual in our organization. And in doing so, we’re laying the foundation for a resilient, agile, and forward-thinking workforce.
Q- How do you see emerging technologies will transform HR in the year 2024?
The landscape of HR is undergoing a dramatic transformation, propelled by emerging technologies. In 2024, Artificial Intelligence and Machine Learning are not just buzzwords; they are essential tools that are reshaping how we approach talent acquisition and management. Imagine predictive analytics that can not only identify the best candidate for a role but can also foresee career development pathways for existing employees.
Furthermore, the role of data analytics in workforce management optimization is becoming increasingly crucial. By harnessing the power of comprehensive data analysis, HR professionals can unlock insights into employee performance, engagement, and overall satisfaction.
This allows for more strategic, data-driven decision-making, which in turn enhances productivity and strengthens employee engagement. Sophisticated analytics tools enable us to measure and analyze a myriad of workforce parameters – from productivity metrics to engagement levels – in real-time. This empowers us to not only identify areas for improvement but also to predict future trends and prepare accordingly.
Let’s not forget Virtual and Augmented Reality. These technologies are transforming the training and development landscape. Imagine a new hire putting on a VR headset and being able to virtually tour our facilities, interact with virtual colleagues, and engage in simulated work scenarios. It’s a blend of technology and human touch that makes learning immersive, engaging, and effective.
These technologies are not replacing the human element; they are augmenting it. They enable us to make more informed decisions, create more engaging employee experiences, and free up our time to focus on what matters – the human connections that are the heart of any organization.
Q- What are the employee experience trends in 2024?
In 2024, the employee experience will be central to our HR strategy. It’s a fascinating blend of personalization, technology, and human connection. We’re seeing a strong trend towards not just listening to our employees, but truly hearing them. Continuous feedback mechanisms, like real-time surveys and open forums, are helping us stay connected with our workforce’s needs and aspirations.
Mental health and well-being are no longer fringe topics; they are at the core of our employee experience strategy. We’re creating a culture where it’s okay not to be okay, and where seeking help is seen as a sign of strength, not weakness. From flexible work arrangements to wellness programs, we’re investing in initiatives that support our employees’ holistic well-being.
In a world where work and life are increasingly intertwined, we’re leveraging technology to create a seamless experience. This means tools that support productivity, but also those that foster connection and collaboration, regardless of physical location. We aim to create an environment where every employee feels valued, heard, and empowered to achieve their best work.
Ultimately, these trends point towards a more empathetic, inclusive, and human-centric approach to work. It’s about creating an environment where employees don’t just come to work; they come to grow, connect, and contribute to something larger than themselves.
In addition, an emphasis on sustainable practices, corporate social responsibility, and alignment with business values may be prominent themes in 2024 employee experience trends. These factors are becoming increasingly important to employees and play a crucial role in defining a company’s culture and identity.
Q- What are your top HR Priorities at Jakson as CHRO in 2024
As the CHRO of Jakson, my priorities for 2024 are clear and focused. At the top of this list is nurturing a culture of continuous learning and innovation. The energy and infrastructure sector are evolving rapidly, and we need a workforce that can not only keep pace but also drive change. This involves embedding our core values deeply into our culture.
Customer centricity is key; we’re committed to understanding and meeting our clients’ evolving needs. Innovation isn’t just a buzzword for us; it’s a daily practice. We foster an environment where creative thinking and novel solutions are encouraged and celebrated.
Teamwork is another fundamental value that underpins everything we do at Jakson. We believe that the best results come from collaborative efforts where diverse ideas and perspectives are shared openly. This spirit of teamwork extends beyond our internal operations to how we interact with our customers and partners, creating synergies that drive mutual success.
At Jakson Group, we’re enhancing our talent management strategy. Since we are growing very fast, we need to hire a lot of people. It’s not just hiring, we’re looking to build a team of diverse, dynamic, and dedicated professionals. This involves not only attracting the best talent but also retaining them by offering clear career paths, continuous learning opportunities, and a supportive work environment.
In this, the principles of customer centricity, innovation, and teamwork are critical, ensuring that every team member is aligned with these core values and is equipped to contribute to their fullest potential.
Employee well-being and diversity are more than just policies; they are the pillars of our organizational culture. We are committed to creating an inclusive environment where every voice is heard, and every individual feels valued. This commitment extends to ensuring that our teams embody our core values, working together to deliver exceptional experiences for our customers, and driving innovative solutions.
Finally, leveraging data analytics is not just a priority; it’s a necessity. In the age of big data, making informed, strategic decisions based on real-time insights is what sets us apart. We’re investing in systems and tools that allow us to analyze trends, predict needs, and respond proactively to the changing landscape of work. Here again, our core values of innovation and customer-centricity play a vital role, in guiding our use of data to better serve our clients and support our team.
Q- Any Concluding Remarks?
To sum up, the future of HR in the Energy and Infrastructure sector, and particularly at Jakson, is bright and brimming with potential. We are at a pivotal moment, where the challenges are as exciting as the opportunities. Our focus is clear – to harness the power of technology, nurture a culture of innovation and inclusivity, and prioritize the well-being and growth of our employees.
We’re not just responding to changes; we’re anticipating and shaping them. By investing in our people, embracing cutting-edge technologies, and staying true to our core values, we are poised to not only meet the challenges of 2024 but to redefine what’s possible in our industry.
I’m incredibly proud of the work we’re doing at Jakson and excited about the journey ahead. It’s a journey of transformation, not just for our organization, but for every individual who is a part of it. Together, we are building a future that’s not only more efficient and productive but also more humane, inclusive, and sustainable.
Thank you, Radhika!