In today’s competitive world, HR's role is strategic in building future-ready organizations. Through innovation, empathy, and data-driven decision-making, HR professionals are focusing on technology-integrated, and agile work environment. As Manisha Kadagathur, Senior Advisor – Human Resources, ANAROCK Group states, “Attracting and retaining top talent is a strategic priority. We adopt a hands-on, roll-up-sleeves approach to work and engaging with talent. We are continuously looking for highly resilient, entrepreneurial talent who are guided by values. In fact, our motto Values over Value is embedded into our culture and DNA. Every employee participates in a Values-over-Value orientation workshop - an interactive program led by senior leaders, and periodically refreshed.”
Sharing his views Dr. Bhagirath V Shanbhag, Vice President & Head -HR & CSR, Larsen and Toubro Limited, Realty Division said, “The role of HR is multifaceted in addressing and resolving employee concerns. At L&T Realty, we have stabilized HR partnering with Business role by closely connecting with each employee. This role encourages HRBP to act as an active listener, have pulse of employee and immediate working environment. While addressing, the concerns or conflicts, HRBP is mindful of fairness in providing solutions in the best interest of the employee and the organization.”
Urvi Aradhya, CHRO, K Raheja Corp expressed similar sentiments, “HR plays a crucial role in creating a harmonious workplace by effectively addressing employee concerns and conflicts. As the primary guardians of employee well-being, we maintain an open-door policy that fosters transparent communication and builds trust. At K Raheja Corp, we are committed to culti- vating an environment where employees feel valued and supported.”
Mahesh Gera, Group CHRO, Rustomjee Group shared, “At Rustomjee, we consider our employees as the backbone of our company, they are our most valued assets, and we make sure that they receive the best working environment and concerns if any are resolved without any hassle. With a strong belief in our culture of openness, transparency and trust, any employee conflicts or concerns are managed seamlessly, and we involve the manager/ skip level as the first level of contact in resolving the same. Our HR philosophy takes a cue from one of David Packard's most popular quotes on marketing & we tweaked it into our practice - "HR is way too important to be left to the HR team alone".
Vinod Chaturvedi, CHRO, Shree Cement added, “At Shree Cement, the Human Resources function plays a pivotal role in fostering a productive and supportive workplace by efficiently addressing and resolving em- ployee concerns and conflicts. As HR has evolved from a support function to a strategic partner, the focus now includes both individual and organizational growth. The team ensures compliance, safety and employee well-being, all of which are essential in driving perfor- mance and cultivating a positive work environment.”
ATTRACTING THE RIGHT TALENT
The key to best ways of hiring lies in how we manage the employee life cycle and how we make the culture conducive to long term growth, leading to Joy of working, says Mahesh Gera. “‘Retention is the New Acquisition’ continues to be the mantra at Rustomjee. With consistent learning & growth initiatives & our average tenure upwards of 7 years, it creates enough pull for the employer brand for new hires, especially attracting quality talent. Long tenures naturally attract top talent to our bandwagon because potential employees wish to latch on to a company that invests in its people. We continue to use all popular avenues to hire the best, be it campus hires or Laterals. Because of the strength of our brand, most of our hiring comes through direct sourcing and employee referrals, naturally so as there is a general level of trust and satisfaction in the existing workforce. We also keep reviewing our talent Acquisition strategy from time to time and that indeed helps meeting any spike in demand. We ensure that all our new joiners go through a comprehensive induction program that engages with the top leadership for achieving the needed extent of alignment from the very beginning.”
Dr. Bhagirath V Shanbhag concurred that real es- tate sector is booming, it is difficult to find and attract the best talent. Hence, branding the Employee Value Proposition (EVP) which appealing and relevant to a multigenerational workforce, particularly Millennials and GenZ. “We engage with prospective entry level and lateral employees through pre-joining activities, campus hiring, and partnerships with educational in- stitutions to attract the best talent, while highlighting the strong brand L&T commands, our commitment to employee development through consistent learning and development opportunities are best in the industry. Our focus of employee well-being, professional growth, and work-life balance positions us as “Employers of Choice” in a RE competitive market,” he shared.
Manisha Kadagathur expressed that attracting and retaining top talent should be a strategic priority. “We adopt a hands-on, roll-up-sleeves approach to work and engaging with talent. We are continuously looking for highly resilient, entrepreneurial talent who are guided by values. In fact, our motto Values over Value is embedded into our culture and DNA. Every employee participates in a Values-over-Value orientation work- shop - an interactive program led by senior leaders, and periodically refreshed.”
“To attract top talent, offering robust career development opportunities is essential, with clear growth paths, continuous training, leadership programs, and support for advanced education,” said Urvi Aradhya. “A culture fostering collaboration, work-life balance, and open communication, alongside recognition and team-building initiatives, creates an engaging work environment that appeals to ambitious professionals. K Raheja Corp emphasizes diverse and inclusive hiring, alongside fostering a workplace that encourages continuous learning, innovation, and sustainability. We prioritize gender equity, actively working to close gender pay gaps, create equitable opportunities for professional growth and support an inclusive culture that welcomes individuals from varied backgrounds, focusing on candidates' unique skills and perspectives.”
Vinod Chaturvedi added that attracting and hiring top talent starts with building a strong Employee Value Proposition (EVP). “A compelling EVP not only draws high-caliber candidates but also streamlines the hiring process, reducing the time and resources spent on recruitment. While competitive compensation and industry-standard perks are key, it is our unique culture that sets us apart. We nurture a culture of innovation, risk-taking and flexibility, which appeals to top talent. At Shree Cement, we encourage employees to embrace challenges, experiment with new ideas and view failure as a stepping stone to success. Our simple philosophy— try 10 times, even if you fail 9—empowers employees to innovate and grow beyond their core responsibilities. Additionally, we offer diverse career development op- portunities, allowing employees to work across various roles and projects. This dynamic environment fosters both personal and professional growth,” he stated.
ADDRESSING EMPLOYEE CONCERNS
The employee experience has become as important as the customer experience. HR is increasingly employ- ing data to understand employee needs, preferences, and satisfaction and to resolve conflicts and concerns. Dr. Bhagirath V Shanbhag expressed that the aim should be to help both understand each other’s perspec- tives and find common ground. “With the integration of AI chatbot (named Heera), helping to address employee concerns promptly. The operational concerns are au- tomated through HR helpline with regular check-ins of the response. By automating the daily concerns, HR can focus on more pressing employee concerns and conflicts. We encourage transparency with a feedback system, including HR connect, physical suggestion box and AI chatbot at Project sites and head office.”
Mahesh Gera said, “While our business leaders drive an environment that has enough room for positive and healthy conflicts, The HR framework & policies ensure that residual conflicts if any are resolved with proac- tive engagement and a strong cultural foundation. We have built a trustworthy environment that allows every employee to communicate effectively across levels & that helps resolve issues right away.”
“Key initiatives like the Grievance Redressal Com- mittee (GRC) and the Internal Complaints Committee (ICC) provide employees with structured, transparent channels to voice their concerns, ensuring fair and impartial resolutions. These committees handle a broad spectrum of issues, including workplace grievances and harassment, helping to build trust and security across the workforce. Beyond formal structures, HR at Shree Cement actively engages with employees to understand and address their diverse needs. By customizing policies and benefits to align with business requirements and enhance job satisfaction, HR significantly improves employee engagement, retention, and overall morale,” stated Vinod Chaturvedi.
“Our 'WeCare' grievance-sharing platform and quarterly E-Connect sessions ensure that every voice is heard and addressed with timely and effective redressal. Additionally, the 'My Idea - Innovation @ Work' initiative encourages employees to share suggestions, fostering a more collaborative and inclusive atmosphere. Our 'Reach Out' program, supports employees' mental health and well-being. Employees can seek assistance for various issues, including personal challenges, work-related stress, relationships, and anxiety,” added Urvi Aradhya
WORK-LIFE BALANCE STRATEGIES
Real estate operates in high stress with long work hours with its peak and valley nature. Work-life bal- ance and well-being of the employees should be top priority for HR managers to ensure overall productivity & welfare from an employee standpoint. Dr. Bhagirath V Shanbhag suggests, “Encouraging employees to establish clear boundaries between work and per- sonal time can reduce burnout. We mandated taking 10 Privilege Leave for all employees in the calendar year. Implementing wellness initiatives covering “Mind-Body- Soul “programs to enhance overall employee well-being and satisfaction. This includes Physical fit-ness offering like gym in the workplace, 5k,10k Run, LTR Run Utsav, LTR 2024k; Mental fitness through Sessions on Mental health & Mindfulness, Emotional & Spiritual fitness ‘Thought leadership (SQ), Art of living, Yoga, light channeling session has been successfully implemented for wholesomeness at workplace. We also promote work- life balance through various employee engagement programs. Structured mentoring for our GET/MT ensures personal growth and a healthy work environment. All these efforts have helped us hold the top position in GPTW rankings in the industry for the last 2 years.”
“Work-life balance is a key factor in employee satisfaction, engagement and retention,” agreed Vinod Chaturvedi. He added, “At Shree Cement, we priori- tize the well-being of our employees, especially those working in demanding roles across diverse locations. To support them, we have established fully equipped townships at our sites, complete with schools for employees' children, ensuring a strong support system for both personal and professional lives. We also invest in state-of-the-art sports infrastructure to promote physical health and encourage a balanced, active lifestyle. Additionally, our comprehensive health monitoring system helps track and address health concerns proactively, promoting overall well-being. These initiatives create an environment where work-life balance is more than a policy—it's a lived experience for every employee.”
Manisha Kadagathur said, “We believe that hardwiring the soft stuff is key to building scale in our people processes. For a distributed workforce, active two-way communication is paramount, and we go out of our way to ensure no one is left behind. We have multiple touchpoints for engagement through social media, one-one discussions, focused group discussions, employee debates, virtual town halls and city townhall meets where senior leaders engage with high-potential talent, outline vision, share future plans, and address career moves. We have multiple employee resource groups like hiking clubs, sports clubs, adventure clubs and book clubs across all our locations.”
Mahesh Gera shared, “We have policies like flexi working hours, select role-based work-from-home options and a five-day workweek, even in a traditionally demanding sector like real estate. At our project sites we have staggered offs that enable customer facing / execution roles to strike a balance along with com- mitment to delivery. Our initiatives include health and wellness sessions, yoga and mindfulness programs that help ensure employees are fit and agile both physically and mentally. We also have social activities that include Fun Fridays, off-sites and team travel that help employees unwind. We engage families through parental programs and taking care of the health of all the family members through a powerful medical insurance plan & other initiatives like career counselling for the employees’ children etc. By creating a comprehensive perspective on well-being, we allow our employees to not only progress personally but also professionally thereby ensuring job satisfaction and productivity.”
“For effective work-life balance, companies should focus on flexible work hours, wellness programs that prioritize mental and physical health, and robust family support policies like enhanced parental leave, expressed Urvi Aradhya. “An inclusive workplace culture further promotes a sense of belonging and collaboration within the organization. K Raheja Corp exemplifies these best practices by prioritizing employee welfare and work-life balance. Our well-being initiatives, such as fitness programs and mental health resources, support employee health and happiness. Regular one-on-one check-ins promote open communication, allowing for timely adjustments to workloads and addressing employee concerns.”
CHAMPIONING DEI INITIATIVES
HR leaders are using metrics & insights to implement DEI strategies effectively, addressing disparities, improving representation, and fostering inclusive cultures that enhance employee belonging. Manisha Kadagathur shares her approach, “We are an equal opportunity employer and celebrate India’s rich diversity in our hir- ing process. Our hiring is driven by an AI platform that throws up highly actionable insights through the hiring process. We have a young workforce driven by purpose and are therefore constantly revamping our processes to meet needs. For example, we have flexible work hours and work from anywhere policies for our Tech teams.”
Mahesh Gera states their initiatives, “We have continually enhanced diversity on gender factors within our employees and currently, women constitute around 20% of our headcount. We meaningfully use retired professionals and provide opportunities to the differently abled. Recently, for instance, we recruited an amputee to oversee the digitization of documents. We also give opportunities to apprentices & trainees through entry level programs across functions. Our hiring is not just merely hiring but ensuring that every individual finds a supportive environment in which they can flourish and grow. By embracing diversity in all its colors, we can build a healthier, more innovative working environment where everyone feels valued and respected.”
Dr. Bhagirath V Shanbhag expressed, “For over a decade, we’ve embedded diversity, equity, and inclusion (DEI) into our culture, fostering a workplace where everyone learns from diverse perspectives across India. Our DEI strategy tackles the "War for Talent" by focusing on the four pillars of our DEI framework Induct, Engage, Develop, Enable. We treat all employees fairly, regardless of gender, age, or background, with cross-functional teams driving initiatives. Through quarterly planning, collabora- tion, and leadership support, we ensure alignment with business goals. Notably, we’ve achieved 26% gender diversity, aiming for 30% by 2026. To build awareness, we offer training on unconscious bias and cultural competence. Our ERP Groups provide platforms for connection, reinforcing a respectful, collaborative culture where every employee can grow and contribute. We also conduct inclusive programs fostering workplace that emphasizes equity and belonging like Pride Month, Passion groups (PACT), International Day of Sign Language, International Women's Day, 'Accelerate Action' & International Day of Persons with Disabilities (PwD).”
“With operations across the country, we take pride in promoting regional diversity by bringing together talent from various geographies and cultures,” said Vinod Chaturvedi. “In recent years, we have made significant strides toward enhancing gender diversity, particularly through our campus hiring initiatives. In our latest recruitment drive, approximately 20% of the 200 graduates hired were women—a key milestone in building a more gender-diverse workplace. By embedding diversity into our hiring practices, we are dedicated to creating a balanced and equitable work environment at Shree Cement,” he added.
Urvi Aradhya shared some of their important DEI initiatives, “Our initiatives, such as the 'Shikhar' and 'SHEROES' programs, actively support employees, particularly women, in transitioning to leadership positions. The establishment of the Women's Employee Resource Group (PowHER) is a significant step toward empowering women to advance their professional development and expand networking opportunities. Additionally, the "Aanchal maternity support program" offers crucial assistance for new mothers. The women represent 37% of our Senior Management and 32.7% of STEM-related roles, reflecting our dedication to creating an equitable workplace. Our Pride Side Policy offers financial support for gender reassignment surgery, adoption assistance, and corporate medical coverage for same-sex partners. To foster a culture of awareness, we conduct regular workshops aimed at sensitizing employees to diversity issues and have implemented gender-neutral washrooms to create an inclusive environment.”
“We pride ourselves on fostering a familial atmosphere where employees feel valued and supported. Many team members, after exploring opportunities
elsewhere, choose to return, which speaks of the positive, supportive environment we've nurtured.” - VINOD CHATURVEDI
Our commitment to diversity and inclusion is integral to our ethos, driving us to create a supportive workplace where we foster a culture of collaboration, innovation, and respect, where open communication is encouraged, and diverse perspectives are valued. - URVI ARADHYA
For a distributed workforce, active two- way communication is paramount, comprising multiple touchpoints for engagement through social media, one-one discussions, focused group discussions, employee debates, virtual town halls and city townhall meets.- MANISHA KADAGATHUR
“In order to bring about a cultural shift towards innovation and digitalization in the organization, initiatives like ‘Breakthrough Projects’ for the trainees and at least 10% weightage for digital initiatives in the employee annual goals have been instituted. Regular recognition, empowerment, open communication, and employee engagement initiatives create an agile, vibrant and supportive work environment.” - DR. BHAGIRATH V SHANBHAG
“We nurture openness, transparency, empowerment, customer-centricity and long-term relationships. Learning and growth across all levels makes our organization stronger and an aspirational workplace.”- MAHESH GERA
We place significant emphasis on nurturing internal talent, investing in employee development to ensure both their personal growth and the organization's success. This combination of innovation, sustainability, and a people-focused approach makes Shree Cement a fulfilling place to work.” - VINOD CHATURVEDI, SHREE CEMENT
Our culture is co-created by our employees with 5S model – Speed, Scale, Synergy, Sustainability, and Self (Inner). This model drives our mission elements – Positive customer experience, Operational excellence, Design Innovation, Team Synergy. - DR. BHAGIRATH V SHANBHAG,L&T LTD, REALTY DIVISION
At ANAROCK, collaboration across different business verticals on opportunities is the norm, with people working on cross-functional projects to drive operational efficiencies and pitching best-fit solutions to clients as One ANAROCK. - MANISHA KADAGATHUR, ANAROCK GROUP
Our initiatives 'Shikhar' and 'SHEROES' actively support employees, particularly women, in transitioning to leadership positions. The Women's Employee Resource Group (PowHER) empowers women to expand networking opportunities. The "Aanchal maternity support program" offers crucial assistance for new mothers and our Pride Side Policy offers financial support for gender reassignment surgery. - URVI ARADHYA, K RAHEJA CORP
Our motto-"Come Home to Work"- an environment so inviting that even working remotely can't compete with it. This ensures that we retain the right and positive culture because we can keep our employees motivated, engaged, and committed to our shared goals.” - MAHESH GERA, RUSTOMJEE GROUP
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