How Effective HR Leadership Can Accelerate Women's Careers

By: Deepti Sheth, President & Group Head- HR, Thomas Cook India

HR leadership is no longer simply about managing people. Instead, it is about creating the conditions for people to grow, lead and make a difference. As organisations evolve, HR’s ability to create meaningful impact is becoming more important than ever, particularly in shaping more equitable pathways for women to build and advance their careers.

In conversation with Women Entrepreneurs Review Magazine Deepti Sheth, President & Group Head- HR, Thomas Cook India, shares her perspective on how HR leadership can empower others, especially women professionals. Deepti, an accomplished HR leader with over 20 years of industry experience across sectors, talks about how each sector informed her approach to effective HR leadership.

Deepti specializes in talent transformation, culture, and inclusion. Through the conversation she talks about people-centric leadership, mentoring women professionals and innovative HR approaches that allow women to re-enter the workforce. Deepti also shares how being an avid traveler has shaped her approach to HR leadership profoundly.

For deeper insights on Deepti’s thoughts on HR leadership and women’s professional growth, read the following interview.

Q1. Your career spans diverse sectors, from financial services to travel. How has embracing varied experiences shaped your approach to redefining HR leadership?

A. Working across a multitude of sectors has taught me that the heart of HR lies in understanding people, not processes. Financial services taught me structure and discipline, while travel made me learn the importance of agility, creativity, and emotional intelligence.

I’ve found through my experience that a one-size-fits-all approach often doesn't work, and that adapting best practices to the people in each sector is crucial. Experiencing diverse teams and cultures helped me understand employee motivations, anticipate challenges, and design HR strategies that make a tangible difference.

These experiences have shaped my belief that impactful HR leadership is about aligning people with purpose, creating opportunities for growth, and building environments where everyone can thrive.

Q2. With multiple HR functions under your leadership, how do you create synergy across teams while ensuring women leaders are empowered to take bold, visible initiatives?

A. I think that synergy begins with a clear understanding of shared goals. When every HR team member knows how their work contributes to the bigger picture, collaboration comes naturally. I also make it a priority to empower my team leaders by giving them space to take ownership of initiatives and encouraging them to step into visible roles.

Over time, I have seen that connecting people to a common purpose while encouraging individual leadership creates both energy and results. It is inspiring to watch leaders (including women) take bold steps that influence the organization and inspire others.

Q3. Talent transformation is evolving rapidly. Can you share an instance where your innovative HR approach directly influenced career acceleration for women in unconventional roles?

A. One facet I am particularly proud of is rehiring women who had taken career breaks. It is important to create flexible work options, including hybrid arrangements, and support them in exploring new roles that match their skills and aspirations. This not only allows them to re-enter the workforce confidently but also gives them opportunities to accelerate into roles they might not have considered before.

Q5. How do you stay ahead of HR industry trends while fostering risk-taking, experimentation, and leadership confidence among women in your organisation?

A. I rely heavily on continuous reading and staying aware of global HR conversations, but equally on listening to employees closely. Understanding what people value helps bridge the gap between external trends and internal realities. I encourage my colleagues to experiment within clear boundaries, knowing that not every initiative will succeed.

By connecting learning with real employee feedback, we create space for thoughtful risk-taking. This balance helps leaders (including women leaders) develop judgment, resilience and a leadership style rooted in both insight and experience.

Q4. Travel and exposure often broaden perspectives. How has your personal passion for exploring cultures informed the way you mentor women professionals and shape organisational practices?

A. Travel has shaped me in profound ways — it has taught me curiosity, adaptability and the courage to step into the unknown even when the path ahead is unclear and success is not guaranteed. Navigating unfamiliar cultures, languages and perspectives has strengthened my belief that growth rarely happens within comfort zones.

These experiences deeply influence how I mentor women professionals. I encourage them to take calculated risks, embrace ambiguity, and view setbacks not as failures, but as feedback. Exposure to different ways of life has reinforced for me that there is no single definition of success — and that confidence is built through action, not certainty.

Travel has also shaped the environments I strive to create at work — spaces where experimentation is welcomed, diverse perspectives are valued, and people feel psychologically safe to stretch beyond what feels familiar. I often draw from personal travel stories to illustrate how resilience is built in moments of discomfort and how perspective expands when we are willing to see the world differently.

LAST WORD: From your journey, what advice would you like to share with aspiring women leaders aiming to make a transformative impact in HR:

Over time, I have learned that while strategies are important, it is people who ultimately shape outcomes. The most meaningful work in HR happens when leaders focus on impact rather than position or hierarchy. I strongly believe in being MAD - Making a Difference, because when that becomes the anchor, decisions gain clarity and priorities align naturally.

I would encourage aspiring women leaders to trust their judgement, stay closely connected to their people and act without waiting for perfect conditions. Leadership develops through responsibility, consistency and “right” intent. When women lead with authenticity and purpose, they influence careers, strengthen cultures, and create transformation that is both personal and organizational.