Today’s HR is no longer just about managing people—it’s about driving innovation, building strong, adaptable teams, and embracing technologies like AI to transform how we work. To explore this shift in the evolving landscape, we exclusively interviewed FMC India’s CHRO Satender K Singhadia, whose unique background in the Indian Army gives him a fresh perspective on leadership, discipline, and strategic thinking.
Through this conversation, we dive deep into how his military experience shapes his approach to HR, his vision for the future of AI in talent development, and the challenges HR professionals need to be prepared for in the coming years.
Some excerpts from the interview:
How has your military experience shaped your leadership style as CHRO at FMC India?
My time in the Indian Army has had a profound impact on how I lead today at FMC India. The military instilled in me key leadership traits like discipline, decisiveness, and the ability to stay calm under pressure—qualities that are invaluable in the corporate world. In the Army, we were trained to make quick, effective decisions in high-stakes situations, and those same skills translate well into managing teams and leading in a fast-paced business environment.
One of the most important lessons I carry with me is the prioritisation of others over self—putting the country first, the team second, and yourself last. That mindset has guided me throughout my corporate career, especially when making tough decisions that impact people. Even though I left the Army in 2007, the lessons from those years have continued to shape my approach to leadership. As they say, you can take the person out of the Army, but you can’t take the Army out of the person. I think that rings true for me in how I approach challenges and opportunities in HR today.
With AI and technology evolving so quickly, how do you see these advancements transforming HR and skill development in the next five years?
We’ve already seen technology change the way we work, and it’s only going to accelerate from here. During the pandemic, for example, we were forced to adopt digital tools at a faster rate than we might have otherwise. Now, AI is poised to take things even further, especially in HR and skill development.
In the next five years, I believe AI will move beyond automating simple tasks to providing more personalised and data-driven learning experiences. Imagine a system that can recommend the perfect training program or career path based on an employee’s skills and goals—that’s where we’re headed. AI will allow us to anticipate skill gaps before they become an issue, enabling us to proactively develop talent.
We’ll also see technologies like virtual reality (VR) and augmented reality (AR) making training more immersive and engaging. It won’t just be about sitting through online courses anymore; it will be about actively learning in simulated environments. At the same time, predictive analytics will give HR teams the insights they need to make smarter, more strategic decisions about talent management. Through all of this, though, it’s important to remember that AI should enhance, not replace, the human touch in HR. The real magic happens when AI empowers HR professionals to become even more effective at building strong, engaged teams.
How do you think emerging technologies like AI and automation will impact HR and upskilling at FMC India and similar organisations?
AI and automation are already transforming how we approach HR at FMC India, and I see that trend continuing across industries. For us, one of the major steps has been the integration of a Learning Management System (LMS) that’s accessible to both employees and contract staff. It’s not just about making training easier to access—it’s about offering personalised learning paths that cater to individual career goals and job roles. This way, we’re not only making training more effective but also more engaging for everyone involved.
Looking ahead, AI will be key in taking this further. I foresee AI-powered tools making talent acquisition more streamlined, allowing us to identify and nurture high-potential candidates much earlier. Workforce planning will also become more precise, as AI gives us data-driven insights to predict where our skills gaps might emerge and how to address them. It’s about creating a future where HR is not just reactive but proactive, continuously upskilling and engaging employees in ways that align with both their aspirations and the company’s goals.
Incorporating these technologies doesn’t mean we’re losing the human element. It’s quite the opposite. AI will help free up HR teams to focus on the more human aspects of the job, like fostering a culture of continuous learning and building meaningful relationships with employees. This balance will be crucial for driving organisational success in the years to come.
What challenges do you think HR leaders should be aware of when it comes to adapting to workforce upskilling and talent management?
One of the biggest challenges HR leaders face today is finding the right balance between leveraging cutting-edge technology and maintaining that all-important human connection. AI and automation can provide incredible efficiencies, like offering real-time insights into employee performance or streamlining talent management processes. But at the same time, HR is fundamentally about people, and that’s something we can’t lose sight of.
As we integrate more technology into HR, we need to make sure that we’re still prioritising personal connections. Employees want to feel valued and supported, and no amount of AI can replace the empathy and understanding that comes from a human relationship. HR leaders need to ensure that technology serves as a tool to enhance, not replace, these relationships.
Another challenge is keeping up with the pace of change. The world of work is evolving quickly, and so are the skills that employees need to succeed. HR leaders need to stay ahead of these changes by continuously revisiting their upskilling and reskilling strategies. That means being adaptable, open to new ideas, and ready to invest in long-term development plans.
What’s one key piece of advice you’d offer to HR professionals focused on developing talent from within their organisations?
My advice would be to empower your employees to take charge of their own growth. While it’s important for HR to provide the resources and frameworks for development, true growth happens when individuals feel ownership over their career paths. Encourage employees to think about their long-term goals, not just the immediate needs of the business, and help them align their development plans with those personal aspirations.
Another crucial aspect is creating a culture where stepping out of one’s comfort zone is encouraged. Employees should feel confident taking on new challenges, pursuing different assignments, and exploring new areas that will help them grow. This not only benefits their development but also adds fresh perspectives and innovation to the organisation.
Finally, make feedback a central part of the development process. When employees receive constructive feedback regularly—and feel comfortable giving it, too—they’re more likely to grow in meaningful ways. Open communication and a strong feedback culture are the building blocks of any successful talent development strategy. When employees feel empowered and supported, they’re more engaged, more innovative, and more committed to the organisation’s success.