Jose Raj, is the Senior Vice President & Head of HR-India at Worldline, a leading digital payments processing firm. With over 27 years of experience in human resource management, he brings a wealth of expertise in culture transformation, employer branding, leadership and talent development, and talent acquisition.
In this interview, we will explore his insights into how Worldline is fostering an inclusive culture, across leadership levels, recruitment processes and ensuring it’s a workplace where everyone feels safe, respected and supported.
Here are some excerpts from the conversation.
Could you provide an overview of Worldline’s commitment to fostering an inclusive culture, and how this aligns with the company’s goals?
Fostering an inclusive culture is at the heart of Worldline India’s values.
Our commitment to diversity reflects our strategic objective of having 35% women in managerial positions globally by 2025.
We have implemented various initiatives aimed at supporting female talent. These initiatives include targeted leadership development programmes, mentorship and sponsorship opportunities, and flexible work arrangements. By providing these resources, we ensure that women at Worldline India have the support and opportunities necessary to advance into leadership roles. Additionally, we actively monitor our progress and adjust our strategies to meet our diversity targets, thus creating a balanced and inclusive workplace that benefits everyone.
Worldline’s workforce in India comprises 27% of total diversity, out of which 13% includes women in leadership positions. What further steps is the organisation taking to increase the number of women in leadership roles and promote gender equality?
To increase the number of women in leadership roles and promote gender equality, we are taking several proactive steps. We are expanding our development programmes, such as our Proficient Payment Professionals course which spans 36 months, covering essential skills from basic communication to product understanding and compliance. Additionally, we have tailored programmes for technology, sales, and leadership development, ensuring a well-rounded approach to talent development. Our partnership with universities further strengthens our recruitment pipeline, ensuring a steady influx of skilled talent.
We also prioritise employee experience and it is evident by our high scores in the Great Place to Work index, with perception and trust indexes at 87% and 82% respectively. Moreover, our internal training programmes, coupled with knowledge partnerships, ensure a strong internal talent pipeline, making our organisation future-ready.
How does Worldline ensure that all employees feel safe, respected, and supported in the workplace, and what measures are in place to address any issues related to discrimination, harassment, or bias?
We have clear policies in place to prevent discrimination, harassment, and bias, and we make sure that all employees are aware of these policies. We have set up confidential reporting systems for employees to report any issues or concerns regarding discrimination or harassment. We conduct regular training sessions on topics such as workplace respect, unconscious bias, and cultural competence in order to promote a respectful and inclusive environment. We have a zero-tolerance policy for harassment or discrimination, and there are serious consequences for anyone who violates these policies. These measures help us maintain a safe and inclusive work environment.
In what ways do you ensure that diversity and inclusion are integrated into its recruitment and hiring processes, and how does the company attract diverse talent from different backgrounds?
Our recruitment strategy has evolved to prioritise cultural fit alongside skill sets. We have introduced stringent competency matrices and competency-based hiring practices, aiming to onboard individuals who align with our organisational values and culture. Our emphasis on diversity, with a diversity ratio of 35%, underscores our commitment to fostering an inclusive workplace.
Moreover, transparency and empowerment are key aspects of our organisational culture, enabling hiring managers to make informed decisions and ensuring a seamless integration of new hires into our dynamic workforce. For 2025, we already have 8000 engineering students registered under our PayTech Pioneer Programme and are now undergoing this program in partner universities.
Given your experiences, what is a piece of advice you would offer to other organisations on strengthening inclusive cultures?
Fostering a culture of continuous learning about diversity and inclusion through regular training, workshops, and open discussions are crucial for creating a supportive and inclusive work environment. Developing and enforcing policies that support diversity and inclusion in all aspects of the business is essential. Setting measurable diversity and inclusion goals and regularly tracking progress for achieving these goals helps maintain focus and momentum. Overall, HR initiatives should contribute to sustainable growth, profitability, and organisational success.