In this exclusive interview with Shobhita Jaiswal, Senior People Business Partner at Yara India, we explore how the company is navigating the evolving agricultural landscape by integrating technology, bolstering diversity, and prioritising employee well-being. Shobhita shares insights on the organisation’s innovative HR strategies like Peakon, Degreed, Go Beyond and many more, from attracting tech-savvy talent in precision farming to implementing holistic wellness programmes that support both physical and mental health. Yara India’s commitment to inclusivity and its proactive approach to employee engagement and well-being position it as a forward-thinking employer in the agricultural sector.
Q) With the agricultural sector increasingly leaning into technology, such as precision farming and environmental solutions, how do you foresee hiring trends evolving in the coming years? What skills and profiles are becoming more valuable to Yara India in this tech-driven landscape?
At Yara India, we have grown significantly since 2011, expanding from 11 to over 700 employees across India. We engage directly with farmers and channel partners in rural regions of the subcontinent. This direct communication requires our employees to effectively convey the technical aspects of new age crop nutrition and the impact it will have on farmer’s field. Thus making hiring trends not just about competencies, but also about translating these into tangible benefits for farmers.
The soil health is now declining, prompting the sector to seek expertise in plant nutrition. There’s a growing need for knowledge-sharing with Indian farmers to ensure proper crop nutrition. Moreover, utilising digital tools to help farmers achieve higher yields with fewer resources is now essential. The rise of agricultural startups has created a competitive market, shifting hiring trends toward professionals with expertise in both crop science and digital tools.
Previously, the focus was solely on crop science, but there's now a significant shift towards digital innovations like AI and drones, which are critical in modern agronomy.
Historically, agriculture has been a male-dominated sector, but Yara India has been a pioneer in bringing women into frontline business roles. We are proud to showcase women like Shikha Kumari, Territory Sales Manager (TSM), Ludhiana, Punjab, who exemplify success in this field. Supporting their growth is a top priority, as it will encourage more women into diverse, frontline roles. This journey continues, and we are committed to nurturing this growth.
Q) Could you talk about the initiatives or tools to enhance employee support and engagement that Yara India has implemented?
All the tools mentioned are designed to support employees and simplify their life cycle at Yara India. They are:
- Degreed provides access to a range of learning platforms like Udemy, LinkedIn Learning, and Coursera. Employees can use it to develop skills for their current role or prepare for future roles. Upon completing courses, employees receive certificates, and some courses even come with credit points.
- Peakon is our employee survey tool, which is used to gather feedback and check the pulse of employees. It is anonymous, allowing employees to freely express their views on how connected they feel to the organisation, any areas for improvement, and the clarity of their job roles. This tool is run throughout the year.
- Voice Survey is conducted once a year. It’s a tool to gauge employee satisfaction and identify areas where the organisation can improve. The survey results are used for action planning within teams to help employees perform better.
- Viva Engage is our internal social media platform, similar to Facebook. It facilitates communication across the organisation, not just in India but globally. With operations in 160 countries, employees from any country can share best practices or engagement activities, keeping everyone connected.
Q) Agricultural HR may seem niche to many, but it demands a nuanced understanding of technology and sustainability. What smart, tech-enabled strategies can you share for HR practitioners in this space, especially in a competitive and evolving market like India?
Self-learning is crucial for HR practitioners, particularly in the agricultural sector, as it allows for on-the-go development, whether for leadership roles or building specific capabilities. It provides flexibility in learning and equips HR professionals with the tools they need. HR should also act as a business partner, offering customised solutions tailored to the unique needs of different industries and organisations. Understanding the business perspective is vital.
Managing remote teams, especially in agriculture where many employees work in the field, is another challenge. HR must train leaders to manage remote teams, conduct virtual performance reviews, and hold effective check-in conversations. Aligning managers with organisational expectations and ensuring seamless team performance is key to success.
HR practitioners also need to stay updated on labour laws, health and safety guidelines, and sustainability standards, particularly as employees in this sector often work in rural areas. The physical demands of travel and working in difficult conditions add to the mental and physical stress faced by employees. It is important for HR to implement safety measures and offer programmes that support employees' mental and physical well-being while helping them maintain a work-life balance.
Yara India has a robust leave policy that encourages managers to respect employees' time off and avoid disturbing their personal time. These small yet impactful initiatives help employees feel more connected to the organisation, ultimately leading to improved performance. These are some strategies that HR can adopt to enhance employee engagement and performance, particularly in the evolving agricultural sector.
Q) How does Yara India position itself as an employer of choice, especially when appealing to talent from both urban and rural backgrounds?
We position ourselves as an employer of choice by focusing on attracting the right talent for the right roles, both in urban and rural areas. One of the key strategies is through proactive engagement with prospective hires, ensuring clear communication and keeping candidates informed. Setting clear expectations about the role and its future benefits is essential, and we offer candidates a one-day fieldwork experience before they join. This helps them understand what the job entails, particularly in rural settings.
To support new employees, we have a streamlined onboarding process. We provide a three-day induction program, followed by an onboarding process where each new joiner is assigned a buddy who acts as a single point of contact. This ensures a welcoming and supportive environment. Additionally, every new joiner is paired with a mentor for three months. These mentors, typically employees who have been with Yara for over three to four years, help the new hire settle in, addressing any queries or concerns they may have.
By focusing on these practices, Yara India not only attracts talent but also ensures that new employees feel supported and engaged, bridging the gap between urban and rural employment experiences.
Q) You earlier spoke on agriculture in India being a male-dominated sector. To tackle this issue, how is Yara India promoting diversity and inclusion within its teams?
Yara India is deeply committed to fostering diversity and inclusion, embedding both into its core business strategies. When it comes to diversity, we take a broad approach, welcoming individuals from all backgrounds—regardless of caste, creed, or community—ensuring that the focus remains on finding the right fit for the role. We also place special emphasis on neurodivergent individuals, recognising that diversity brings fresh perspectives and can lead to innovation. This commitment is part of Yara's broader goal of cultivating an environment where everyone, regardless of their background, feels respected, empowered, and capable of thriving.
Inclusivity at Yara India is not just a buzzword but a practice integrated into its decision-making processes. For example, employees from various levels, including field teams and those in non-sales functions, are actively involved in building the company’s business plan and shaping sales incentive strategies. This means decision-making isn’t confined to the management level; rather, the whole organisation contributes, ensuring buy-in from employees across departments. This inclusive approach helps align the entire team with business goals, especially for those working in rural areas, ensuring they have the support they need.
Moreover, Yara India places responsibility on line managers to conduct quarterly check-in conversations with their direct reports, focusing not only on performance but also on development. This dual focus allows employees to participate in their own career growth, helping them define their career paths and development goals, while also ensuring they meet performance targets—critical in a business driven by figures and outcomes.
Our internal inclusion team, comprising four members, is tasked with addressing unconscious biases and exploring ways to push inclusivity forward. This team stays updated on market trends and best practices in diversity, ensuring that we continue to grow in this space. These efforts are part of a broader company-wide initiative to create a truly inclusive work culture where employees feel connected, respected, and motivated to contribute to the company’s success.
Q) You mentioned biases and unconscious biases, which leads me to an important consideration; with the increasing use of AI in recruitment, how can we ensure that these systems don't unintentionally reinforce biases, especially when diversity and inclusion are key priorities?
Yes, I believe that as AI becomes more prevalent in the market, it’s crucial for organisations like Yara to clearly define their needs. AI can yield a variety of results, and it’s essential for us to understand our end objectives before relying on these systems.
Rather than asking AI to define our goals, we should establish them ourselves first. Once we have a clear vision of the results we want to achieve, AI can assist us in filtering candidates effectively. If we focus on the right fitment, the AI should be set up to identify candidates based on the specific roles and responsibilities we are seeking.
Ultimately, the human brain can evaluate context and nuance much better than AI, so we must guide the process. This way, we can ensure that the outcomes align with our commitment to diversity and inclusion at Yara.
Q) Can you talk about Yara India policies to support employees' physical and emotional well-being, particularly in response to the mental health challenges posed by increased screen time and fewer in-person interactions in today’s digital work environments?
That’s an extremely important question, especially at this time, as individuals have become more aware of their physical health and overall well-being. Many people are now conscious of the impact of their diet and lifestyle, particularly when considering their long-term health.
At Yara India, which has a relatively young workforce (with an average age of 34-36), we emphasise the significance of physical health. We run several programmes, including weekly yoga sessions in the office that are also broadcast for remote participants. Our dedicated health and safety team proactively addresses health challenges by providing timely advisories and organising events around specific health observances.
Moreover, we prioritise comprehensive health coverage for our employees. Our health insurance plan not only covers critical illnesses but also provides annual check-ups for employees, their spouses, children, and parents. This includes regular health assessments and data collection on overall health trends within Yara, allowing us to address common concerns.
For mental health support, we have partnered with our insurance provider to offer Employee Assistance Programmes (EAP). This allows Yara employees to access counselling sessions with clinical psychologists at no cost, addressing both work-related stress and personal challenges. We continually adapt our offerings to meet the evolving needs of our employees, ensuring both their physical and mental health are supported.
Shobhita Jaiswal, Senior People Business Partner at Yara India, brings over 15 years of expertise in talent management and HR, driving organisational excellence and a high-performance culture. She aligns HR strategies with business goals, enhances employee engagement, and encourages leadership development. Her skills include workforce and succession planning, as well as creating training and development programs. Shobhita holds a master’s in HR & Organisational Development from Udai Pareek HR Labs, EMPI, New Delhi, and has pursued further professional growth with certifications like Harvard Business' Leading for Growth.
