Prioritizing Work-life Balance & Creating Backup Plans avoid Uncertainties

By: Indrani Chatterjee, CHRO, Allcargo Logistics

Indrani Chatterjee, CHRO at Allcargo Logistics, has an extensive experience of 25 years as an HR professional. She is responsible for driving the organization's human capital strategy and aligning it with business goals and values. Indrani's core competencies include coaching and mentoring leaders, creating an ecosystem for creativity, and promoting gender equity. She is passionate about innovation, diversity, trust, and collaboration among employees.

In a conversation with Women Entrepreneurs Review Magazine, Indrani shares the changing dynamics of the logistics industry. She highlights the significance of implementing work-life balance along with having multiple business plans to avoid unexpected circumstances. She also highlights the importance of technological advancements to ensure a well-balanced approach.

How has the logistics industry's human capital strategy shifted in response to global supply chain disruptions? What new competencies or workforce models are now essential for resilience?

The logistics industry has faced significant disruptions, particularly after the COVID-19 pandemic. To address these challenges, businesses have implemented a multi-faceted approach, including hiring a contractual workforce, deploying new skills and competencies, and introducing flexible work models.

To navigate these challenges, it is crucial to remain prepared for unexpected situations and events. To handle these challenges, businesses should have multiple plans, including Plan A, Plan B, Plan C, and Plan D, considering multiple sources and angles. This approach allows for a more comprehensive understanding of the challenges and their impact on the global economy, scenario, and elections. By having multiple plans and backup plans, businesses can navigate the bumpy waters and ensure they remain competitive in the market.

What is your perspective on the balance between human touch and automation? How is HR leading this balance to foster a culture that embraces both technology and human connection?

Technological advancements cannot completely replace the human touch, but a balance must be established between the human touch and technological advancements. For instance, in large factories, where human intervention is not necessary, the ratio of technological advancements to human touch may be higher. In health and medical fields, a well-balanced approach is needed to ensure employees feel connected and engaged. For HR processes, digitalization may not be enough to ensure high employee engagement, but it should also be accompanied by physical interventions.

What unique approaches have you used to foster creativity and ownership among employees, and how do you measure success?

Entrepreneurship is a crucial value in organizations, requiring an owner's mindset and entrepreneurship skillset. Entrepreneurs take responsibility for their deliverables and ensure their success or failure. This mindset is essential in assessing people, measuring success, and implementing KPIs, competencies, and assessments within the organization. It is a key aspect of organizational values.

How do you approach building a just-in-case workforce, where adaptability and agility are prioritized?

India has a strong talent market, making it easy to recruit for peak-season roles such as front liners, delivery boys, and handlers. Vendors have been working with the company for some time, allowing them to plan for seasonal spikes. The organization has consistently managed unpredictable spikes with the right talent in place. The workforce is adaptable to various work policies and industry challenges. The organization encourages an entrepreneurship mindset, navigating challenges and responding quickly. This is part of their training programs and acclimatization to the industry's uncertainties. As a global organization, the organization cannot be in a stable situation without handling various uncertainties. This is part of their development and training programs, ensuring they can handle any uncertainty that comes their way.

How do you implement policies around employee well-being and work-life balance? What metrics do you use to advocate for these initiatives at the executive level?

Work-life balance is a personal concept, and it's not a universally accepted concept. The effectiveness of work-life balance depends on individual performance. With the availability of technology and digital tools, remote work can be managed, and this aligns with our desire for balance in our lives.

How do you approach developing the next generation of HR leaders? What traits or skills do you prioritize, and why?

HR leaders should understand the business to avoid becoming redundant. HR professionals are at the stake of losing value unless they bring value to the table. HR professionals should think like a CEO, owning the P&L and measuring the ROI of investments. By focusing on the business point of view and employee perspective, HR leaders can survive in the face of increasing competition and disruptions. HR leaders should read P&L statements, and balance sheets, and understand financial definitions to contribute to the organization's success.

Message to Readers

The industry must be prepared for uncertainties and the philosophy of survival of the fittest to ensure survival. To avoid surprises, have backup plans and enjoy your work. Maintaining a work-life balance can help reduce stress, depression, and mental health issues. By enjoying your work, negativities will disappear, ensuring a smooth transition to a steady state situation.