Collaborative spirit -At one point of time when I was working in recruitment there was a

surge in hiring demands for the technology department and instead of working in isolation, I

worked with hiring managers, IT department and even external agencies. We had weekly

update meetings and ensured hiring managers participated in the interview process. This

collaboration led to more effective hiring decisions improving the time to hire metric by 30

percent.

Heartfelt Passion- After discussion with the head of human resource, I created a series of

workshops on unconscious bias to create a safe space for employees to discuss their

experiences. This passion to create an inclusive workspace and that led to creation of a long-

term diversity initiative that become a company wide success.

Agile Innovation – I was working in a top business school in India at that point when the

pandemic hit us, and we had to pivot the entire classroom to an online session. The best part

was when we transformed our outdoor experiential lab to online. We had the same

management games tweaked too online. It was very challenging, but we managed to do it in

like 20 days working very hard and smartly obviously. It became even more interesting for

the students as we made it more visual as opposed to the lecture-based format.

Mutual Respect -There was resistance from the senior management about a proposed

training on emotional intelligence. We engaged the leaders in open dialogue checking what

their concerns or views were. Since the conversations were respectful and integrated their

perspectives, we were able to look at both employees and leaders’ perspectives that created a

great training program.

Proactive Learning – I am always updating my knowledge through reading books, attending

industry events, webinars and I use that to always make sure the work I do is cutting edge. I
used that knowledge to use design thinking for Mba students to understand how to improve

the Mba classroom experience to make it more psychologically safe for the students.

Scrappy Resourcefulness- We were creating a training program for a startup that had budget

constraints. So, we built an inhouse learning platform using open-source tools and invited

senior management team members to act as mentors for them. Despite the constraints it was a

huge hit and improved employee performance.

Why do you want to work in an AI startup?

Startups are known for their fast pace and their adaptability. If I work in an AI startup as a

Human Resource Specialist, it will mean dealing with evolving challenges and exciting work.

There would be opportunities to learn new skills with the help of people analytics and digital

transformation. The biggest motivation for me would be the forward-thinking work

environment that an AI startup has along with the opportunities to collaborate with highly

skilled professionals and learn from them.

What tools have you used in AI?

I have done research on People Analytics, Sentiment Analytics and Predictive Analytics and

gone through multiple research papers on them.

How can an HR consultant contribute to the organizational culture at Vosyn?

I would be instrumental in aligning talent acquisition with the company’s strategic goals

while also simultaneously enhancing employee workplace success skills. By implementing

targeted recruitment strategies, I can attract top talent with the necessary technical expertise.

Once onboard I would develop tailored learning programs that keep employees updated on

the latest AI trends and technologies, fostering a culture of continuous improvement and
innovation. This will not only streamlines the hiring process but also empower employees to

excel in their roles and ultimately drive the startup’s growth and competitiveness in the

constantly evolving Artificial Intelligence landscape.

A) I am drawn to AI as it personalizes employee experiences by tailoring training programs

and facilitates communication through chatbots. Predictive analytics also enable HR to

anticipate workforce needs and address potential issues proactively, leading to a more

strategic, data-informed approach to managing talent and organizational culture.

b) HR can establish policies and guidelines for data governance, ensuring that employee data

used in AI systems is ethical and compliant with regulations. Also HR professionals can work

with AI developers to identify and mitigate biases in algorithms, promoting fair and equitable

treatment of all candidates and employees. They can also help identify the skills needed for

an AI-driven workplace, creating training programs to upskill employees and prepare them

for new roles and technologies.

Project you planned, methods and results

In the "Empowered Leadership Program," I developed a unique L&D initiative aimed at

enhancing leadership skills across various management levels in a mid-sized organization.

Key planning involved conducting a needs assessment through surveys and focus groups to

identify essential competencies such as emotional intelligence and conflict resolution. The

methodology combined immersive workshops, where participants engaged in role-playing

scenarios to practice real-world challenges, with a digital learning platform offering videos,

articles, and self-assessment tools for ongoing skill reinforcement. To promote accountability,

a peer coaching system was introduced for continuous support. As a result, participants

reported a 40% increase in confidence regarding their leadership abilities, with 90% finding
the blended approach effective. Within six months, many applied their new skills to lead

cross-functional projects, enhancing team performance and fostering a culture of continuous

learning within the organization.

Process you improved

In a project focused on improving the onboarding process for new employees, I implemented

a Just-In-Time Learning (JITL) approach that significantly enhanced the experience and

efficiency of knowledge transfer. By creating bite-sized, on-demand training modules

accessible through a mobile platform, new hires could quickly access relevant information

and resources exactly when they needed them—whether it was understanding company

policies, navigating software tools, or learning about team processes. This immediate access

to information reduced the time spent in traditional training sessions by 50% and increased

engagement, as employees felt empowered to learn at their own pace. Additionally, feedback

showed a 30% improvement in new hires' confidence in performing their roles, leading to a

smoother transition and quicker integration into the team.

Role as a team member

In a recent L&D team project, I took on the role of a leader, guiding the development of a

new training initiative aimed at improving employee engagement. I coordinated with team

members to establish clear objectives and timelines, ensuring everyone was aligned with our

goals. I facilitated brainstorming sessions to encourage creative input and foster

collaboration, which helped us generate innovative ideas for the program. Throughout the

process, I learned the importance of effective communication and adaptability, as I navigated

different perspectives and adjusted our approach based on team feedback. This experience
reinforced my belief in the power of collaborative leadership and the value of leveraging

diverse insights to create impactful learning solutions

Factors to consider while staffing

First, it’s important to define the specific skills and qualifications required for the role,

aligning them with organizational goals and culture. Consideration should also be given to

the diversity of the candidate pool. Additionally, evaluating candidates' potential for growth

and adaptability in a changing work environment is crucial. The hiring process should include

assessments that not only gauge technical abilities but also assess soft skills, such as

communication and teamwork.