In 2024, HR leaders are aware of the impact technology has made in HR and beyond in the field of work. Many leaders are now adapting their HR processes with the help of automation and new-age AI tools. Amidst the transformation that brews strongly to create the aroma of new-age HR, it is also important to understand its evolution, the challenges involved and find solutions through future-proofing leadership.
According to Neha Zutshi, there is no point in ‘just change’. Instead, the transformation with the help of technology and AI, can advance to a higher level with the help of a deep focus on employees as well as employee-centric processes. To expand on the topic, People Matters interacted with Palladium India’s HR Manager on embracing tech & AI in Human Resources and much more.
Some excerpts from the interview:
How has your experience in leading talent acquisition for 10-plus years influenced your approach at Palladium India?
My journey as an HR professional has been quite enriching and insightful. In the last decade, I have closely witnessed the transformation and evolvement of roles in HR. I have seen and experienced the movement of the operational, reactive and transactional role of a recruiter to a more comprehensive and proactive approach to Talent Acquisition. I have prioritised building a culture of continuous learning and development, which I believe is essential for maintaining a dynamic and adaptable workforce.
The skills and insights that I have gained by working in Talent Acquisition for more than a decade, help me every day in making more informed strategic decisions. Also, I’ve recognised the critical importance of aligning talent with organisational values and goals. At Palladium India, this translates into a strategic emphasis on not just finding skilled professionals but also ensuring they are passionate about our mission of driving positive social impact.
Also, I have embraced my learning to value diversity and inclusion, understanding that varied perspectives drive innovation and effective problem-solving.
How do you foresee the evolution of AI, technology, and automation in HR over the next 5 years?
Though technology is recognised as a game-changer in the field of people and work, is imperative that technology is seen as an enabler and not a threat. With automation taking over the repetitive and mundane administrative tasks, the HR function will then metamorphose into a more strategic partner role. This evolution will position HR as a critical strategic partner in driving organisational success.
Recruitment / Screening, Customised Onboarding for enhanced employee experience, and Record Database management are some of the aspects where AI can streamline and improvise HR processes. AI-enabled predictive models to anticipate workforce trends or HR analytics will help in data-driven decision-making around recruitment and performance management. AI-drive tools will not only provide real-time feedback and engagement surveys but also personalise the learning paths for employees based on their performance data and career goals.
Having said that, humans will remain indispensable because of their emotional intelligence and imagination.
You have been part of Palladium India since 2020, working in various capacities and currently are the HR leader at the organisation. What initiatives have been most impactful in achieving these goals?
Since joining Palladium India, I have led numerous HR initiatives, focusing on employee growth and experience. The focus is on reverse mentoring which has fostered a culture of continuous learning, where experienced employees and Gen-Z talents exchange knowledge and perspectives. By promoting collaboration across our multigenerational workforce, we’ve harnessed diverse strengths and created a cohesive, innovative environment. These initiatives have significantly enhanced our employee engagement and productivity, driving both personal and organisational growth.
Additionally, we promote an open culture of communication through various forums which encourages team members to share ideas, feedback, and experiences freely. We celebrate moments of success as well as acknowledge failures, using them as learning opportunities to bounce back stronger. This transparent and supportive environment has been crucial in building trust, resilience, and a shared commitment to excellence within Palladium.
What are the challenges HR must be wary of as it adapts to the changing needs and demands of the organisation?
The world of work is evolving rapidly, and HR is at the forefront of this transformation. One of the biggest challenges we face is managing change effectively, as poorly planned and communicated changes often meet resistance and fail. To navigate this, organisations must build the capability to manage change quickly and efficiently. This involves fostering an agile, learning culture where adaptability is valued, and employees are encouraged to embrace new ways of working. Upskilling and reskilling are critical in this process, ensuring that our workforce remains relevant and equipped to handle emerging challenges. By focusing on continuous learning and open communication, HR can successfully guide organizations through these transitions, driving growth and innovation.
For organisations considering the adoption of innovative HR technologies, what advice would you offer as an HR Leader?
Technology and AI are pervasive, permeating every industry, and HR is no exception. Various aspects of AI, such as machine learning and digital systems, have streamlined HR processes and automate mundane tasks. However, even though there are early adopter advantages, it is crucial to assess the need and risks related to adopting innovative HR technologies. Policy and ethical considerations must be addressed when adopting these technologies. Clear policies governing confidentiality, fairness, and accuracy are essential to ensure a smooth transition.
Transparency with employees about any potential job displacements resulting from technology adoption is also imperative. Organisations should focus on upskilling and reskilling their current workforce, making it a continuous process to create a resilient workforce.
Nevertheless, it is important to remember that there is no substitute for human judgment and empathy. AI and automation work based on rules, not exceptions, and their effectiveness depends on the developers who created the algorithms.
Drawing from your own leadership experience, what advice would you give to fellow HR professionals looking to navigate the evolving landscape of HR?
As per my experience, navigating HR’s evolving landscape requires empathy, intuition, and constant learning. So start with DEI and actively work to remove biases because “Knowing and not doing is as good as not knowing.” Keep on learning and training top priorities, ensure transparency, and trust your gut—like how we’d still want a pilot even with autopilot on. Move from empathy to compassion, and remember, work is just a part of life.
Emotional intelligence is key to strong workplace relationships. Focus on transformation over just change—it’s the advanced level.
Create an employee culture that loves to learn and be aware that AI isn’t bias-free; educate your team about this. Embrace tech to build a digital-friendly culture, and don’t shy away from failures—learn from them. By honing in on these aspects, HR pros can tackle challenges and drive real change.