Sreerupa is the Global CHRO for 3i Infotech Ltd for the last 3 years. She is helping the company reboot and reinvent after a carve out of a significant part of their business.
She has moved into HR after a stint in Finance and Operations. Thus, she brings to the table an overall perspective of business understanding. This makes her a Consultant who can step into the shoes of her internal customers with ease.
Sreerupa moved into HR during her stint with Wipro Ltd. She was cherry picked for this opportunity as the organisation felt that HR lacked business knowledge and they wanted to induct good People Managers from the Operations Team after imparting them training in HR.
She has also worked with Siemens group.
Sreerupa is a Cost & Works Accountant with over 25 years’ cross functional experience in Financial Consultancy, Health Care, Logistics, ITES and IT Industry. Her HR experience for the last eighteen plus years is cross cultural and global. She is a Graduate from Jadavpur University.
Our Exclusive Interview:
1. What the HR needs to do in order to drive more value in the VUCA world?
The unforeseen changes all around in terms of technology, social and political environment makes the business expect the HR to be extremely adaptive. HR needs to be the change agent, bringing in cutting edge technology on their own areas of operations and lead this change management by leveraging technology. The need for HR to understand the business is at an all time high, hence HR needs to be the real Business Partner, understanding every nuances of the business. In the VUCA world, managing change will be a continuous process and HR will have to facilitate continuous learning to manage the continuous change. Skills will be evolving and will become obsolete at a breakneck speed hence upgradation of skill sets of employees will be a key HR deliverable
2. How have you leveraged technological innovation, particularly with resourcing and recruitment?
From 1st April 2021 we are a new 3i. We have rebooted ourselves in all areas – but we are leading this change with Technology adaption. We have a new core HRMS system, we have a new Source to Hire tool, we have a new Performance Management Tool as well – all implemented in the last 6 months.
3. As an HR Leader, what are the key deliverables that can be instrumental for a firm to be successful?
HR needs to ensure that we have the right people at the right time, at the right cost. Thus, it covers many facets of HR deliverables, including the availability of an engaged, right skilled workforce. It also includes creating a talent pipeline, managing people cost, and being agile and adaptive.
f they are not willing to resign from some of the responsibilities they hold currently.
4. We have heard a lot about D&I, what does it mean to you and what are you doing about it?
This is a topic which is very close to my heart. A HR leader is successful when they can create and nurture a culture where all individuals are treated fairly and respectfully and where all have equal access to opportunities and resources.
As an organisation we have decided to hire locals from all the markets we operate in and we are working on this quite diligently. We have also embarked on a journey of culture change to be as inclusive as we can be. We are relooking at our policies and at the way we think.
5. What are some of the key drivers that you see as an HR that is actually driving the business growth and success?
Business will always be driven first by Customers, then by the People running it, and in today’s world, the third important entrant is that of Technology. Thus according to me, the key drivers for Business Growth and Success will be Customers, People, and Technology
6. The role of HR leaders has changed over the years. How do you see the role of HR leaders evolve by 2025?
HR will be the partner to Business growth. They will be the coaches to business leaders. They will lead the organization through all disruptions. HR Departments will be more agile and leaner