Seema is a strategic Human Resources professional working as Vice President and Chief People Officer for Mahindra Agri, Defense, and Aero sectors. Also, she is serving on the Board of Directors at Mahindra.
She has over 3 decades of rich experience in people function and held leadership positions in many organizations like AT & T, Sony, Canon ZTE, and Carlsberg.
Seema holds a master's degree from Delhi University. She has contributed immensely to designing and implementing competency-driven human resources management. She is instrumental in identifying and building leadership capabilities through assessment and development centers. In-house trainer for many HR processes.
Seema has led many change management initiatives of the organization as a Project Manager for PCMM. Handled various projects like Compensation and Benefit (Job Evaluation, Job Grading, Salary Bands, etc). Designed various progressive policies of the organisation. Seema is also a certified coach.
1. Describe your personality.
I describe myself as a people person, compassionate yet at the same time assertive, who believes in creating experiences.
2. Name the most important skills and competencies people leaders must possess to become successful leaders.
People leaders should have Empathy, a High emotional quotient, and use ego only if required to be a successful leaders.
3. How do you inspire your team and organisation as a leader in your organization?
I believe that everybody is a leader in some way or the other. Professionals who are in reasonable senior leadership positions are role models for many. Their intentions, action, and behaviour can inspire and motivate the teams. I keep this in mind and try to imbibe positivity in daily practice.
4. Future work is about employee well-being. How would you describe it?
Yes, absolutely, that is going to be the differentiator. Creating employee experiences at each touch point will be the key.
5. Name the biggest risk that you took to succeed as a leader.
Being risk averse was the biggest risk through alternative thinking by driving positive change.
6. How do you connect with people at every level of the organization?
Many channels, direct or indirect. Connecting with them through newsletters, social media, and speaking with them through various programs.
7. What major threats do you anticipate for HR by 2025?
No threats, whether of VUCA or now BANI world. It is and will be the most sought-after profession.
8. What advice would you give to the next generation of female leaders?
No work is less important; create your own value and be the change.
9. How important is real-time HR analytics in the current business scenario?
With so much dynamism on the anvil, analytics come in handy as long as the parameters are aligned at the same pace.
10. Diversity and inclusion are the HR focus area in the current days; what are your views?
Absolutely, DEI is the future. For organizations to be successful, they need to believe in the power of all three i.e, diversity, equity, and inclusion. No D & I with E.
11. What experiences can you share as a female leader?
Many experiences, mostly with great learnings. How to apply different strokes for different folks. There is no shortcut to being effective and successful. Believing in self and knowing your worth.
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