Any forward-thinking organisation worth its mettle always looks to develop a balance between its business goals and human resource strategies. While business insights focus on driving growth and efficiency, a people-centric framework ensures that the workforce is empowered, engaged, and aligned with the company’s goals. Yet developing this synergy also requires leaders who have experiences from both sides, who aim at effectively integrating these two aspects to foster a future-proof organisational culture.
In an exclusive conversation with People Matters, Chanakya Gupta, Head- People & Culture at Cult shares his expert insights on bringing business acumen to the HR leadership table, adopting emerging technologies for processes and enabling the synergy that nurtures a high-performance work environment.
How has your experience leading business development and planning influenced your approach as the Head of People & Culture at Cult?
With my experience in consumer-first roles, I understand the importance of building a strong and engaged workplace that directly impacts the customer experience. At Cult, where fitness and an active lifestyle are central, I focus on implementing people-centric frameworks that promote a positive and dynamic work culture. I aim to create an environment that drives performance, fosters innovation, and supports employee well-being, all in line with Cult’s mission to inspire India to get moving and embrace a healthier lifestyle.
How do you foresee the evolution of AI, technology, and automation in HR processes over the next 5 years?
I believe that HR’s main role is to ensure the quality of work for employees, which drives engagement, happiness, and loyalty. AI can play a major role in supporting this by automating repetitive tasks. This will allow employees to focus on more meaningful work, improving productivity and job satisfaction. AI can also take over tasks like reporting, testing, and query resolution during odd hours, helping employees to maintain a better work-life balance.
From the organisation’s perspective, AI can cut costs by handling tasks that are currently managed by humans, reducing the need for additional layers of supervision. One powerful application of AI in HR would be an AI-driven helpdesk using a large language model (LLM) trained on the company’s learning and policy data. Employees could ask questions or make requests, and the AI would provide instant responses or raise tickets, acting as an HR assistant available anytime.
How do you foresee the impact of emerging technologies, such as AI, automation, and data analytics, shaping the future of HR practices within Cult and organisations of similar stature?
We are practising the current emerging technology trends by adopting AI, automation tools, and data analytics such as on-ground Scheduling and rostering automation, creative and coding co-pilots, analytics, and MIS automation. Some of these applications aim to enhance our administrative practices.
We also rely on data analytics to identify skill gaps within our teams, allowing us to personalise learning and development programs that directly address those needs. This approach ensures employees receive relevant training that enhances their performance and career growth. Furthermore, by using data to measure the success of our well-being initiatives, we can gauge their effectiveness and make necessary adjustments. This ongoing evaluation helps us continuously tailor our efforts to foster a supportive environment that balances both professional advancement and personal well-being, ensuring long-term employee satisfaction and productivity.
By embracing this data-driven approach, we aim not only to improve individual competencies but also to contribute to a culture of continuous learning. It helps us identify trends and shifts in employee needs, making our HR interventions more precise and impactful.
Can you share specific examples/initiatives of how AI and data analytics have been utilised under your leadership to scale employee well-being as well as create a thriving environment for current and incoming talent?
We recently launched a program called, Org.fit, one of our key initiatives to promote a culture of health and wellness by encouraging employees to stay active, engage in fun games and fitness activities, prioritising their well-being. To measure the metrics of the program, we use fitness-tracking apps that monitor employee progress which helps boost overall productivity, wellness, and team spirit.
We have built a platform that unites people with their fitness data, regardless of the device they use—whether it’s a Cult Watch, Apple, Garmin, Whoop, or Google Fit. Our goal is to foster an active and supportive community where members encourage each other to improve every day on their fitness journeys. From football and swimming to racquet sports [Tennis, Squash & Badminton], hoopsters [basketball], cricket, and running clubs, our platform offers a wide range of active clubs.
By shifting fitness from a solo endeavour to a fun, social part of daily life, we are making wellness more engaging and enjoyable for everyone. The platform provides real-time data on physical activity, sleep patterns, and nutrition habits, allowing us to personalise well-being interventions and track their impact. Moreover, we have introduced online and in-person therapy and nutrition consultations, providing our employees with continuous access to mental health and wellness resources whenever they need them.
What challenges must HR be wary of as it adapts to the demands of the evolving work and health landscape?
When it comes to mental health and well-being, I have noticed that freshers and job applicants are increasingly focused on finding companies that prioritise employee health through programs that support work-life balance. This means that traditional wellness initiatives aren’t enough anymore. The business and HR leadership need to take a more holistic approach, offering access to mental health resources and creating a supportive environment that addresses the full spectrum of employee well-being.
Additionally, with the rise of hybrid and remote work, maintaining engagement and collaboration while supporting the well-being of remote employees has become critical. We have to be mindful of the risks of burnout and mental health challenges that remote work can bring. It’s about finding the right balance—building a strong organisational culture that stays intact, no matter where employees are located.
AI and automation are reshaping industries at an incredible pace, which can sometimes lead to concerns about job security and skill relevance. As business owners, it’s essential to address these concerns by investing in upskilling and fostering a culture of continuous learning. This ensures that our workforce remains adaptable and capable of evolving alongside these technological advancements, giving them the confidence to thrive in an AI-driven landscape.
Attracting and retaining talent in a competitive industry is no small feat, but I believe it comes down to creating an inclusive, purpose-driven work environment. Employees today want to feel that their work aligns with their values, and it’s our responsibility as HR to ensure they feel valued, engaged, and supported in their professional journey.
As an HR leader with business acumen, one piece of advice you would like to give to fellow HRs for the future?
My advice for fellow HR professionals is to embrace the future of work with a proactive and innovative mindset. Invest in emerging technologies to streamline processes and enhance employee experience, but always keep sight of the human element. Invest in improving employees’ lives – whether it’s the quality of work, workspace, personal and mental well-being, or a clear career path for them to grow in the organisation. Most importantly, it is a platform for them to express themselves, and their passion at the workplace – if we can do that work will feel like play!