GlobalLogic which forays into product engineering space works on 4 pillars which is how you care, how you coach, how we connect with employees and how they grow in career

“We are a teenage company with a start-up mindset and we don’t differentiate between our employees”, says Neeru Mehta, VP, Human Resources, GlobalLogic India.

GlobalLogic which forays into product engineering space works on 4 pillars which is how you care, how you coach, how we connect with employees and how they grow in career, claims Neeru.

It is about how agile you are in responding to something that happens in the company anytime. How do you care about employees, and when somebody is going on maternity, you need to care about that.

GlobalLogic has almost doubled its employee size from last year and preserving the culture is important for them throughout the selection process. Every candidate meets atleast 8 leaders before going on board and the company is serious about getting the right candidates on board.

About the role of HR with the shift in technology,  Neeru Mehta told BW Businessworld, “The biggest shift in the role of HR is how well you partner with the employees. HR partners with the business and guides it. Technology is an enabler. If the HR wanted to be strategically positioned, they are in a good position to do that with the technology.  With so much of predictive analytics you have on your fingertips, it can actually guide your decision making. That is where the technology has enabled and powered you.”

Technology is playing a key role in making HR more strategic; by saving their time from being transitional support to areas where they can focus more. The company likes to have candidates on board who have a learning quotient, with readiness to learn and ready for up-skilling.  

Indian IT industry is at an inflection point where business models are redefining themselves.

Talking about the challenges, Neeru Mehta said, “HR leaders need to partner towards driving people interventions necessitated to envision the digital tomorrow as this transformation happens where mediocrity will have no place. Managing cultural resistance is critical in managing this shift as the business model turns towards Cloud, Digital Enterprises, Social Media, Mobile, Agile development, Robotic Process Automation and many such technologies of tomorrow.”

People drivers like reskilling , upskilling in the niche skill areas is no longer a choice and HR teams who can drive this capability build up will survive the test of strategic business partnership.