As a holistic well-being initiative, it became the need of the hour for the team to ensure that we provided all our employees with the necessary encouragement and empathy to get through difficult circumstances

While the company have had a plethora of high performing teams, the establishment of seamless core processes, data synergy and availability were things that took a back seat quite often. The goal was to create sacrosanct data banks, turn data into information and information into insight. With monthly dashboards capturing the larger picture of each business regarding all HR functions-Talent Acquisition, Talent Development, Employee Data Analytics and Budgeting, impeccable synchronization and alignment were achieved between the Business Functions and the HR team. This completely aligned all the HR practices to the business objectives of each department and quickly reflected in the output of all the activities done in collaboration. Also, the introduction of Electronic Record Management helped us achieve the much-needed data security and organised hassle-free retrieval. These were my first steps towards making Fever FM a waste-free, digital and lean organisation.

With over a decade of experience in the HR industry, Shikha Dhillon is an HR Generalist now and specialisation in Talent Management, Leadership Development, Organisation Development, Performance Management and Merger and Acquisition projects. She is successfully able to handle the balancing act between being an Employee Champion and a Business Leader without compromising on either.

Currently heading HR at Radio and Entertainment, HT Media, her journey here has been that of team success, organisational pride and immense learning. As a young entrepreneurial business unit, there has always been a huge focus on maintaining pace and delivering results at Fever FM. 

Change is the only constant and things changed at a rapid pace when the new brand, Radio One, was acquired. This was a stepping stone to a sharp growth curve. Dhillon was deeply involved in the transition phase and she shared, “I was involved in transaction lifecycle to identify and prioritise people-related strategies, risks, and opportunities.” None of the decisions ever taken was concluded upon in secluded boardrooms and a lot of work went into understanding the business nuances by following the 'Street on Feet' attitude.

Hybrid working models required a major focus on leveraging technology, remote engagement and building a ‘Performance Centric’ culture for the organisation's holistic evolution even during the trying times. While launching the 'Pay for Performance' salary and incentive plan, it was challenging and also critical to influence and lead the change keeping employee centricity at the core. The crisis also demanded every employee to stretch beyond usual both personally and professionally. As a holistic well-being initiative, it became the need of the hour for the team to ensure that we provided all our employees with the necessary encouragement and empathy to get through difficult circumstances. 

Dhillon with optimism and keeping a doing approach at the centre asserts that there is always a 'future' we don’t know and agility is the only thing that will help all HR professionals to transition strongly into the future.