Digitization also depends upon the nature of an organization. What to digitize and what not to is an important moral decision for organizations to take.

While they may have online forms and apps that make processes easier, some leaders choose not to use technology to track employees activity that signals distrust or digitize something that can only be done best in conversation with a human.

In Bajaj, our whoe orientation is to enable the business rather than tell them that this is the model. Ask them, work for them, give it to them. The whole reskilling for us has happened through schools of learning that are spearheaded by the respective business heads.

Each school takes about 10-12 months to deliver. Both business and HR teams co-create content and curriculum to solve for the skill gap.

In the talent-to-value approach what we need to develop first, is role clarity; five people playing multiple roles which carry the future of the company; cannot succeed.

One of the CEOs I worked with decided he was not the right person for the role as the need of the hour was critically operational, so he stepped up to become a chairman and hired a CEO. This was an interesting value-creating experience for the company which all leaders must take note of.

Hiring right and onboarding efficiently is the key to getting candidates past the first 3-6 months.

If we train them well on identifying new customer segments, preparing them to open calls, handling rejection etc, within the first 3 months, then we see that the field force productivity starts building and by the sixth month, it reaches the optimal level, effectively reducing the ramp-up time and ensuring that there is no steep dip in productivity once the internal network is exhausted.