Chamindra holds two decades of industry experiencein strategic HR and operations. Her key areas of expertise include, Talent and capability management, Organizational design and Restructuring, HR business partnering, employee well-being and engagement and overall HR transformation. She also specialises in managing organizational performance, managing stakeholders and deploying Employee value propositions.

In a recent conversation with The Global Woman Leader Magazine, Chamindra spoke about the machinery manufacturing industry from the perspective of a HR leader while emphasising on the integration of new technologies that can transform the business landscape. She also discussed about the role of a HR in the industry. Read out the article to know more.

Given the rapid pace of technological advancements in the machinery manufacturing industry, how are HR leaders navigating the current landscape? What emerging challenges and opportunities do you see for HR in this evolving market?

In the midst of technological advancements, HR's role remains constant. While technology and machines continue to evolve, people engagement and expectations have not changed. We often expect individuals to adapt to new technologies without providing proper interventions. However, human skills required in the workplace won't progress automatically, and HR must step in to facilitate this change.

Technological advancements can be utilized by HR to bridge skill gaps. For example, training, once done in classrooms or on paper, can now be conducted using virtual platforms, augmented reality, and virtual reality, enabling easier upskilling across industries.As the workforce ages, failing to capture and transfer knowledge poses a problem. However, technology offers an opportunity to diversify the talent pool. With automation and robotics, underrepresented groups, such as differently-abled individuals and women, can participate more actively in machine-related work. This expansion of the talent pool is a significant opportunity that technology brings.

In a sector where technology is constantly evolving, how can HR play a proactive role in integrating new technologies into the workforce? What strategies can HR leaders employ to ensure a smooth transition and upskilling of employees in alignment with these advancements?

Technology advancements in HR and business are happening faster than ever, and while we can't predict the exact pace, it's clear that both organizations and employees must be ready. HR's role is to ensure that the business and its people have the learning agility necessary to adapt to technological changes. This requires both the organization and employees to be willing and able. If one is ready but the other isn't, progress stalls. Therefore, technology transformation depends on aligning the readiness of both sides.

HR needs to transform processes, structures, and talent management to take advantage of new technology. For example, if employees are using technology but the organization isn’t, or vice versa, there's a disconnect that prevents sustainable progress. Technology will only add value if it resets the operating model, repositions talent, reimagines skills, and reinforces changes.HR must proactively identify future skill needs, especially with the rise of automation. Simply hoping employees will adapt over time isn't enough. HR needs to map talent, identify gaps, and then either hire, train, or redeploy talent to address those gaps. This is essential for staying ahead of technological advancements.

There’s a common misconception that HR’s role is primarily administrative. How can HR leaders in the machinery manufacturing sector dispel this myth and demonstrate their value as strategic partners in business growth and technological innovation?

HR is often misunderstood as merely handling administrative tasks or being a people function without understanding the business. In reality, HR requires technical knowledge and is both an art and a science. There are theories, concepts, and tools that HR professionals must understand and apply appropriately. HR needs to be technically competent in its field, which I refer to as the science of HR.

The art of HR lies in how this knowledge is practiced, blending both the science and the art to play a more impactful role in the business. Understanding the business is crucial since all decisions are executed through people. HR must anticipate future skill needs, particularly with the evolution of technology, and focus on reskilling and upskilling employees. By doing so, HR can dispel the misconception of being just an administrative function and become a true business partner, even taking on a transformation role.

With technological advancements, HR will play a key role in facilitating the company’s transformation. While HR should lead this change, it is important that employees feel they are driving it. HR doesn’t need to seek recognition but should focus on how the business is performing as a result of its efforts.

In an industry driven by research and development, how can HR leaders build stronger synergies between HR and R&D teams? What are some best practices for aligning HR strategies with the innovation goals of the company?

Innovation isn't a single pillar. It requires a culture that spans the entire business, not just R&D. HR plays a key role in fostering this culture by understanding R&D objectives, aligning with their goals, and ensuring regular communication across all teams—not just R&D—so the entire business is aware of its efforts. HR also needs to hire not for today's needs, but for the future, bringing in talent with relevant skills for tomorrow.

For example Apparel industry doesn't just meet current demands but anticipates future needs focusing on lifestyle changes and aspects such as wearable technologies. The tire manufacturing industry has made innovative strides backed by strong R&D to manufacture sustainable tires meeting sustainable goals. ,. This kind of innovation doesn’t solely come from R&D; it's a mindset embedded across the business. Without this, innovation risks stalling. R&D should be embraced by the entire organization, making it a continuous focus rather than a one-off achievement.

Companies like Google and GE provide great examples. Google offers 20% time for employees to explore their own projects, while GE’s Garages provide spaces for collaboration and innovation. These initiatives show how R&D can be integrated into the fabric of a company, with HR playing a crucial role in mainstreaming this culture.

Technological advancements can lead to significant disruptions in traditional job roles. How should HR approach the challenge of building a resilient workforce that can withstand and adapt to these disruptions, especially in the machinery manufacturing industry?

Jobs will inevitably be disrupted due to rapid technological advancements, so being proactive is key. Two decades ago, we didn’t foresee technologies like 3D printing or robotic arms, yet they are now part of our reality. Organizations must prepare, much like they do with fire drills—anticipating the change and being ready to react. Technological advances require continuous readiness. For instance, case studies and scenario planning can help organizations prepare for emerging technologies.

Diversity and inclusion should also be part of this strategy. For example, people with different abilities can be integrated into the workforce with the help of technology like robotic arms. It’s about preparing the organization, training employees, and being flexible with talent needs. During transitions, organizations might rely on freelancers or gig workers instead of traditional full-time employees. This flexibility can extend to collaborating with customers or suppliers.

Additionally, businesses should partner with universities to revamp outdated knowledge and ensure employees continuously upgrade their skills. Validating this new knowledge through certifications benefits both employees and organizations, ensuring readiness for future changes. It's not about avoiding disruption, but being prepared to handle it.

As technological advancements continue to reshape the manufacturing industry, there are increasing concerns about the ethical implications, particularly regarding job displacement and data privacy. How can HR lead the conversation on ethical technology use within the organization, and what policies can be implemented to address these concerns?

The organization's efforts are limited if not supported by national policies that protect privacy. While organizations can implement data use policies, limit personally identifiable information, conduct frequent audits, and consider the ethical implications of policies, they are still governed by national laws. A cross-functional ethical team could review new technologies and information for ethical issues, and a bottom-up approach is more effective than top-down directives. This approach allows grassroots concerns to be addressed. Training employees on ethics, avoiding privacy violations, and focusing on upskilling rather than job displacement are essential. Internal mobility and career development should be emphasized. Additionally, having a strong psychological support system in place to handle breaches or grievances promptly is important.

Message For Readers

HR, when applied correctly with technical expertise and the right tools, plays a key role in business success. It’s more than just an administrative function and must understand the business. HR’s primary focus should be on the business, as taking care of the business ensures employee and customer retention. HR is a business-focused function.