Leaders

There’s a saying, “If you hire people just because they can do a job, they’ll work for your money. But if you hire people who believe what you believe, they’ll work for you with blood, sweat, and tears”. This statement highlights the crucial role of the HR function in not just recruiting employees, but in identifying the right talent who can work towards achieving a shared vision. HR professionals invest significant effort into training, crafting employee-centric policies, and ensuring retention, with retention rates reflecting the success of their efforts and the trust employees place in the organization.

Having implemented various such successful policies, Shalini Vohra has earned recognition both nationally and internationally. Shalini is a seasoned professional whose expertise in HR is a valuable asset to the organizations that she worked for. She is known for bringing out the best in multi-functional teams and motivating others. Shalini’s positive attitude, clear vision, and approachable nature make her both an exceptional leader and a respected HR leader.

What are some important facets of your professional journey?

As an HR professional, I’ve focused on creating transparency, integrity, and a sense of belonging in the workplace. Over time, I’ve developed a deep understanding of emotional intelligence as a practical approach to manage people and their emotions.

For me, resilience, agility, humility, and quick decision-making are guiding principles that have shaped how I approach my work.

Share highlights of your 26-year journey as an HR generalist.

I began my career as a management trainee at a startup TV channel, gaining hands-on experience in tackling operational challenges in the media industry. This foundation prepared me for the aviation sector, where I managed manpower planning, policy design, and cross-functional collaboration, developing HR frameworks for pilots, cabin crew, engineers, and ground staff.

At SpiceJet, then a low-cost aviation startup, I worked with international experts to craft manpower strategies, talent acquisition programs, and productivity initiatives, gaining expertise in scaling businesses in competitive markets.

Seeking global exposure, I joined a luxury airline startup in Kuwait, leading recruitment for 100+ nationalities. My focus was on cultural diversity and inclusive policies which ensured a smooth launch and sustainable operations of the organization.

After 16 years in aviation, I transitioned to retail with Croma - A Tata Enterprise, immersing myself in frontline operations. By implementing initiatives like NPS surveys and incentive programs, I enhanced engagement and contributed to Croma’s recognition among India’s top 10 retail companies. I then joined Landmark Group’s Home Centre division in the Middle East, driving operational turnarounds by redesigning policies and aligning regional teams with organizational goals.

Tell us about Landmark Group and your key focus areas as Group Head of Leadership Development, Talent Management & Culture.

Landmark Group, established 51 years ago by the late Mickey Jagtiani with a single Mothercare store in Bahrain, has grown into a diverse business spanning Retail, hospitality, and entertainment. With brands like Home Centre, Citymax, Babyshop, Splash, Max etc., the group operates across the Middle East, India, and Southeast Asia, employing over 45,000 people.

As Group Head of Leadership Development, Talent Management & Culture, I focus on identifying and nurturing high-potential talent while driving talent mobility through a comprehensive Talent Management Strategy and Framework, with succession planning at its core.

I also design and implement a Culture Framework that ensures employees' voices are heard and their feedback is acted upon. Additionally, I oversee and manage employee grievance mechanisms and lead behavioral infringement committees, addressing workplace concerns and creating a safe, supportive environment.

Share the key elements of building a strong company culture and an impactful initiative you implemented.

I have cultivated an employee-oriented environment that emphasizes empowerment, quality, productivity, goal attainment, and the continuous development of a superior workforce. By building strong relationships across all organizational levels, I have resolved communication challenges, aligned teams with business strategies, motivated individuals to achieve optimal performance, and driven breakthrough business outcomes. Furthermore, I have been instrumental in building strong talent pools, customer-centric leadership teams, and high-performing cultures across international industries. With honed interpersonal, analytical, and problem-solving skills, I have effectively and efficiently managed operations and resources. One impactful initiative I introduced was a structured recognition program that celebrated employee achievements through awards, role advancements, and increased visibility. This initiative not only boosted morale but also fostered a sense of belonging and engagement, further strengthening our company culture.

What are the key challenges you face as an HR leader, and how do you address them?

Post-COVID, workplaces faced challenges with hybrid and full-time working. We revised policies to balance remote work and personal needs. The pandemic showed us that full-time office presence isn’t always necessary, and it became clear that adapting to this change was essential.

With millennials and Gen Z joining the workforce, priorities shifted to growth, challenges, and visibility over long-term plans. Retention now requires offering new roles, fresh challenges, and clear career paths beyond just the compensation.

Leadership also plays a crucial role in aligning people policies with business goals. This means designing hybrid work setups, incentive programs, and training initiatives that encourage continuous learning, recognition, and constructive feedback. Leadership now focuses on creating an environment where employees feel supported and can excel.

Employee health, especially mental wellness, became a top priority. Initiatives like bringing in psychologists, wellness programs, and tailored support for single parents, new mothers, and caregivers became integral to creating a supportive workplace.

What are the most significant professional milestones you have achieved? What has been your success mantra?

I have received numerous accolades throughout my journey, each marking a significant milestone. Most recently, in 2024, I was recognized as one of the Global 200 Women Power Leaders and received the Brandon Hall Award for LEAP (Leadership Excellence Acceleration Program) for establishing a leadership succession pipeline. In 2023, I was honored among Asia’s 100 Powerful & Rising Women Leaders. I also earned the CHRO Women Leadership Award 2018 (HR Enlight) for excellence in human resources leadership. I also played a pivotal role in enabling Croma to be recognized as one of the Top 10 “Great Places to Work” in the Retail Industry in India in 2017 and 2018, and received the Best HR Strategy in Line with Business Award from the World HRD Congress in 2018.

My success mantra is to stay agile, resilient, keep learning, and remain humble, the principles I apply at every level.

Shalini Vohra, Group Head (Leadership Development, Talent Management & Culture), Landmark Group

Shalini Vohra is a highly dynamic and seasoned HR leader with over 26 years of experience, known for her expertise in talent management and driving organizational success through impactful strategic HR initiatives specifically with the Aviation and Retail Sectors.