In today’s fast-paced workplace, enhancing the employee experience is more vital than ever. Generative AI has emerged as a transformative tool, significantly shaping this landscape and enabling organisations to cultivate a more engaged and productive workforce.
Anand Kabra, Chief People & Transformation Officer at Apexon, recognises the potential of generative AI to revolutionise the connection between companies and their employees. In this enlightening conversation, he envisions a future where organisations not only address the diverse needs of their workforce but also empower employees to thrive.
Kabra’s forward-thinking approach underscores the importance of merging technology with a human-centric strategy, ensuring that innovation enhances rather than diminishes the core elements of workplace culture.
Q/ In a 2023 conversation with us, you discussed the importance of understanding and improving Employee Experience (EX). Can we extend that discussion to explore how have AI-driven tools like surveys, chatbots, and generative AI played a role in this transformation?
Anand: Certainly. At Apexon, we see AI not just as a tool, but as a catalyst for a cultural renaissance within the workplace.
Since our merger, we've been purposeful in blending the strengths of each entity to cultivate our 'OneApexon' culture, maintaining our entrepreneurial spirit and commitment to upskilling. Now, we’re building on that foundation by leveraging AI to elevate the employee experience at every stage, from hiring to retirement.
We apply data and AI to critical lifecycle touchpoints, particularly in the candidate experience. When an offer is accepted, candidates embark on an engaging pre-start journey, receiving insights about their future team, manager, and recent customer successes to ensure they feel welcomed and prepared.
Another area of application is skill development. In the IT services and product engineering sectors, the skill landscape can shift in just six months. Our AI algorithm has been designed to suggest upskilling opportunities, similar to personalised recommendations, and customises learning paths to individual strengths. Our goal is to implement meaningful, personalised enhancements to the employee experience at every touchpoint.
Q/ Organisations often spend considerable time planning their next business move, but when it comes to employees, the process can sometimes feel abrupt—where employees are told, "we’re restructuring, thank you for your service." What if, instead, there was a smoother transition where employees are supported through upskilling and growth, allowing them to adapt organically rather than being asked to leave? How can we create a system that enables this kind of continuous learning and development?
Anand: Precisely. Our goal is not to inform employees that 'your skills are outdated.' Rather, we’ve created an algorithm that monitors approximately 16 parameters—such as market demands, skill trends, and internal data regarding the types of projects we undertake. When an employee’s Deployment Opportunity Index (DOI) starts to decline, it indicates that their current skill set may require updating.
At that point, we intervene with personalised recommendations for upskilling or certifications tailored to their needs. It’s about equipping employees with the necessary tools to grow and remain relevant, fostering a supportive and proactive approach to career development.
Q/ How are companies leveraging AI to provide their employees with greater autonomy and support for their professional growth and well-being? You’ve mentioned some initiatives at Apexon, but what broader trends do you see across the industry?
Anand: There is no universal trend that fits all industries. At a recent gathering with HR leaders, it was clear that AI adoption is tailored to the unique needs of each organisation.
In our service-driven sector, ongoing skill development and managerial effectiveness are paramount. With project spans often at 1:8 or 1:10, we require managers who are not only technically adept but also excel in leadership and communication. To address this need, we launched Leading Together, an initiative designed to promote mentorship and collaboration among managers and senior leaders. We envisioned this program as a dynamic ecosystem where leaders are both mentors and mentees, continuously evolving through shared experiences and collective wisdom. This approach not only strengthens managerial capabilities but also fosters an environment where leadership is a shared and evolving concept—a community of visionaries driving progress.
Q/ Could you provide more details about the Leading Together program?
Anand: 'Leading Together' is not just a program; it's a movement toward a more interconnected and insightful managerial community. By creating a marketplace of mentorship, we allow leaders to engage with experts in areas ranging from technical acumen to soft skills mastery. Each interaction is an opportunity for growth, supported by a feedback loop that ensures the quality and relevance of mentorship. Our vision is to establish a vibrant forum of knowledge exchange that will cultivate leaders who are empowered, empathetic, and equipped to guide their teams with foresight and finesse.
Q/ While AI is often discussed from an organisational perspective, how are employees engaging with this technology for their personal growth at Apexon?
Anand: At Apexon, we prioritise AI literacy, encouraging employees to explore how AI can enhance their roles in delivery excellence, coding, and technical architecture. We encourage our employees to explore AI as a powerful ally in their roles, whether in refining delivery processes or pioneering new solutions. As the AI landscape continues to evolve, our aim is to empower each individual to harness these tools creatively and effectively, transforming potential into performance.
Q/ With companies investing heavily in understanding employee sentiment, how do you view the role of AI in enhancing employee engagement and retention?
Anand: That's a good question. At Apexon, we have developed a real-time sentiment analysis tool that captures the emotional pulse of our workforce. By correlating these insights with contextual parameters, such as project changes, management transitions, or team dynamics, we are able to pre-emptively address challenges and foster a nurturing environment.
This real-time data empowers our HR team to promptly identify potential issues and intervene before they escalate, thereby enhancing our retention efforts.
I believe AI significantly improves HR practices by delivering valuable insights that streamline our processes and enhance their accuracy, enabling us to proactively address employee needs.
Q/ As we've discussed the role of technology in enhancing productivity and employee orientation, how do you view the role of leaders in this context? Given their significant impact on their teams and the organisation, what are your thoughts?
Anand: Leadership, in the age of technological advancement, requires a profound shift towards adaptability and empathy. At Apexon, our leaders are tasked with the delicate art of cultural integration, ensuring that each unique ethos is preserved while fostering a cohesive organisational identity. The essence of 'servant leadership'—a principle I ardently advocate—lies in creating an environment where teams are not only empowered to innovate but are supported in their endeavors. For example, our high-tech teams, who develop algorithms and chatbots, thrive on autonomy and minimal oversight, functioning much like independent scientists. Leadership needs to be both flexible and principled; only then will teams thrive.
Q/ This raises the question: Is there truly a one-size-fits-all approach in leadership?
Anand: In leadership, a one-size-fits-all approach doesn't work. Crafting a strategy that resonates organisation-wide is challenging, and rigid frameworks can hinder progress. I believe in flexible leadership based on key principles: focus on initiatives that resonate with most of the organisation and harmonise processes only when beneficial. It's vital to respect diverse cultures while keeping top talent engaged. As technologies like Generative AI reshape work, we must adapt to attract and retain talent. Ultimately, the landscape of employee engagement and retention is evolving. The new generation entering the workforce is more dedicated to the work they do and the problems they solve than to any single organisation.
Anand Kabra is the Chief People and Transformation Officer at Apexon. In this role, he is responsible for Apexon’s strategic talent transformation. He oversees the development and implementation, developing of effective human resources processes, systems, and structures across the entire talent lifecycle. Over his 25+ year career, Anand Kabra has consistently helped people and organisations succeed through his approach to talent transformation. He believes listening is an under-valued skill and inspires teams to follow his strategy of “learn, unlearn, and relearn”.
Before joining Apexon, Anand held leadership positions focusing on talent transformation and operational excellence at Wipro, Cognizant, HP, Genpact, and Tata Technologies, among others. He holds a bachelor’s degree in Engineering & an MBA from the National Institute of Industrial Engineering (NITIE).
