Human Resource and Management The Right Blend to Growth

Mr. Sanket Makadia, is a HR Professional with 12+ year of experience serving in renowned industries like Suzlon Energy Ltd, Ajanta Manufacturing Ltd to name some, and is currently serving in Jewelex Group, Surat, Gujarat.  His professional experience encompasses a vast wealth of human resource and leadership experience. Throughout 12+ years of experience, his credentials and qualifications have been sharpened and developed in the areas of Workforce Planning, Talent Acquisition, Talent Management, Talent Engagement, Strategic Performance Management, Succession Planning, Leveraging IT into HR Processes, Employee relations and Training.

In his professional career, his major accomplishments range right from execution of Performance Management  System, recruitment at all levels, training and analysis to successfully establishing sustainable HR processes, designing optimal organizational structure, leadership development and engagement initiatives and driving the grievance mechanism and bringing in improved compliance levels in the organization.

In an exclusive discussion with Sanjeev Himachali, Mr. Sanket Makadia discusses ‘Recent changes in HR- Role, Duties, Responsibilities and Challenges faced in an organization’, the excerpts…

Q. Can you give a brief view on the recent change of Leadership behavior in Indian Top Management in comparison with the old organizational management?

A. Don’t have much idea.

Q. In India, the first-generation entrepreneurs in SMEs face challenges when it comes to succession plans. What are your views and suggestions to overcome this challenge?

A. In fact, this challenge is not only faced by SMEs but large companies also. It has been observed that entrepreneurs don’t want to go with system centric approach, rather prefer people centric approach. To me, remedies are; change in thought process (by benchmarking and T&D)> focused vision > standardized process > delegation > trust & acceptance of other’s decision.

Further to this, they have to run trial and error model and have to accept mistake (certain %) of successor.

Q. What are the challenges in an organizational structure for the HR department? How supportive are the management?

A. First of all, no one thinks about organization structure unless something goes wrong like havoc in system, drop in profitability or company’s poor performance.

Proactive HR leaders (department even!) take the time to analyze the organizational structure from the start and make sure it facilitates efficient decision making.

Common challenges are poor communication (with internal-external customer), non-clarity on individual and department performance, departmental conflicts, unclear goals, inconsistency in process, dissatisfaction among employees and drop in productivity or profitability.

In such scenario, Management can only be supportive if they have been informed/ communicated well in advance about upcoming challenges/ problems. In implementing strong organization structure, management needs to ‘shape proactive thought processes in advance, compared to its competitor’. Implementing an organizational structure can be expensive. During the time it takes to get a structure in place, productivity will be affected and company's ability to generate revenue will drop; this is the concern for management for not being supportive. 

Q. Generally, what are the issues for the HR department that pop up from other departments?

A. Non-adherence of policy/ SOP, solo decisions without consultation of HR, escalation of issue at any hierarchy, performance measurement, rewards and recognition, employee relations are some common issues that pop up from other departments.

Q. How does the HR department help other departments in identifying and making changes to processes that affect their employees or customers?

A. In any business that wants to identify and wants to make change, human resources can play a key role. If we see employee life cycle or customer feel good experience, it all starts from having right person at right place i.e. talent acquisition process. Second is making employee aware about organization so that s/he can perform easily. Third is to train and develop employees on better productivity thus having employee satisfaction and good customer experience. Next is standardizing policies/ SOP, Employee Engagement, Measuring performance of people, reward and recognition, job rotation, Compliance.  

Q. What is the role of the HR department in creating the company's work environment for people?

A. When we say good working environment, it consists of having clarity of role and goal, promotion and progression, rewards, safe and hygiene work place condition, cultural blending, trustful leadership, training and development of people, etc.

Q. How much involvement does the HR department get in making strategies and vision of a business?

A. Strategic role for HR comprises of design of work positions, hiring, reward and recognition, strategic pay, performance development and appraisal systems, career and succession planning, and employee development.

Now, if we look at involvement of HR into strategy and vision of business, in SME, it is ‘less’; because of lack of understanding of business. While in medium and large scale industries, HR plays crucial roles in strategic role and vision framing.

Q. Professional development and personal development are inextricably linked. How can companies ensure this?

A. Company/ HR can start developing PDPs/ IDPs for key roles. This can happen only when company has understanding and vision that employees are key assets of organization and by developing their personal ability, they can be encashed into professional and organizational goals.


  1. You said last it right, Sanket. The last sentence is particular is a crux, '' when company is having understanding and vision that employees are key assets of organization and by developing their personal ability, can be encashed into professional and organizational goals''. Well articulated indeed.


    Agreed with Points 1. Poor communication 2.Vision/Mission building 3. Non existance of Org Structure and proper reporting matrix 4.Happiness of employee to convert it into customer's happiness 5. Enterprenuars must have people centric approach along with business and profits. Nice points Sanket and well covered by the website.


Principal Consultant & Talent Strategist

As a Principal Consultant, Sanjeev is credited with pioneering best practice HR systems and processes for clients. As a Talent Strategist, Sanjeev partners with organizations hiring managers to find, select, and hire top talent which provides a foundation for organization's future growth.

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