In an exclusive interaction with CXO Media and APAC Media, Dr Shilpa Kabra Maheshwari, Head – People & Organisation, Siemens India, spoke at length about how the changing HR landscape has evolved into a strategic partner, aligning talent management with organisational objectives to drive revenue growth. She has further emphasised fostering a high-performing talent pipeline and emphasising continuous development, where HR plays a pivotal role in enhancing employee engagement and contributing directly to the bottom line.
According to a McKinsey Global Survey, organisations with effective talent management practices are 6x more likely to report higher shareholder returns. How is your HR function currently aligning talent strategy with revenue generation priorities across business units?
At Siemens, our HR function (called People & Organisation) is deeply integrated with our business strategy to ensure that talent strategy directly contributes to revenue generation. We focus on aligning our talent strategy with the company’s strategic priorities, our organisation’s purpose of creating technology to transform the everyday and our North Star – stronger customer focus, faster innovation and, above all, higher profitable growth as a One Tech Company. Last year, we rolled out a future-focused P&O strategy in partnership with a global management consultant, centred around business needs, building future-ready TA, skills for life and mid-manager and leadership enablement programs. As part of these programs, the emphasis is on change management, skill building, internal talent mobility and succession pipeline across the business and especially for new market verticals and growth areas
Siemens has invested in upskilling its people in digital technologies like Industry 4.0, IoT, and data analytics. This enables us to deliver innovative, technology-driven solutions to customers and drive revenue growth. By understanding the key focus areas of each business, the P&O team designs talent management initiatives that build the necessary workforce capabilities to execute on these strategic priorities, ensuring a robust talent pipeline that supports long-term growth ambitions. We have programs such as LEAP, READY, ALP, GLP, LAP, CORE and other Leadership Excellence, which focus on targeted and structured development of global leaders and promising talents to deliver transformation across the organisation.
In your view, how has the role of HR evolved from a support function to a strategic business partner in your organisation’s growth journey?
The role of the People & Organisation function at Siemens has evolved significantly from being a support function to becoming a strategic business partner. This transformation is driven by our commitment to aligning HR initiatives with business objectives. People & Organisation now plays a crucial role in driving organisational change, fostering innovation, and enhancing employee engagement. By leveraging data analytics and predictive modelling, the People & Organisation function provides insights that inform strategic decisions, ensuring that we have the right talent in place to meet evolving business demands. Additionally, the People & Organisation team members collaborate closely with business leaders to develop and implement strategies that enhance productivity, drive revenue growth, and support the company’s overall vision.
How is your HR team leveraging workforce data, predictive analytics, or AI to align skill availability with evolving business demands—and ultimately, revenue-critical roles?
Siemens’ People & Organisation team leverages advanced workforce data, predictive analytics, and AI to align skill availability with evolving business demands. Our People Data Cloud integrates P&O data into the Siemens Data Cloud, enabling cross-domain cognitive analytics and uncovering new insights that drive business growth. For example, predictive maintenance applications in manufacturing plants use AI to forecast equipment failures and schedule maintenance proactively, reducing downtime and extending asset lifetimes. The entire employee feedback mechanism called SGES has integrated AI-based analytics to provide insights, and the learning platform MylearningWorld is AI-enabled to curate and provide user-designed programs. By analysing workforce data, the People & Organisation team identifies skill gaps, predicts future talent needs, and ensures that critical roles are filled with the right talent, ultimately supporting revenue-critical projects.
With talent retention and attraction at the heart of growth, what role has employer branding played in lowering hiring costs or boosting productivity across revenue-facing teams?
Employer branding at Siemens plays a pivotal role in attracting and retaining top talent, thereby lowering hiring costs and boosting productivity. Our strong employer brand, built on innovation, sustainability, and employee empowerment, helps us attract high-calibre candidates who align with our values and vision. By promoting Siemens as a great place to work, we enhance our ability to recruit and retain skilled professionals, reducing the costs associated with external hiring. Additionally, our comprehensive learning and development programs ensure that employees are continuously upskilled, leading to higher productivity and better performance across revenue-facing teams.
In PwC’s “Workforce of the Future” report, 79% of CEOs expressed concern about talent availability affecting growth. What role does your HRBP model play in proactively identifying and deploying high-potential talent to revenue-critical projects?
Siemens’ People & Organisation Business Partner model is instrumental in proactively identifying and deploying high-potential talent to revenue-critical projects. They work closely with business leaders to understand strategic priorities and identify key talent needs. They use data-driven insights to assess employee capabilities and potential, ensuring that high-potential individuals are placed in roles where they can drive significant impact. For example, our Siemens Leadership Excellence programs and Global Executive Pipeline support the development of top talent, preparing them for critical leadership positions. This approach ensures that we have a strong talent pipeline ready to support the company’s growth objectives.
What are some examples where HR, through internal mobility, upskilling, or succession planning, has helped mitigate risks to business continuity or accelerated growth projects? Quote a few instances and anecdotes from Siemens India?
In Siemens India, the People & Organisation function has played a crucial role in mitigating risks to business continuity and accelerating growth projects through internal mobility, upskilling, and succession planning. One notable example is the Game Changer Program, which focuses on developing future leaders and critical skills from within the organisation. By providing targeted training and development opportunities, Siemens ensures that employees are equipped to take on new challenges and drive innovation. Additionally, our internal mobility initiatives have enabled employees to move across different functions and geographies, fostering a culture of continuous learning and growth. This approach has helped Siemens India maintain a resilient workforce capable of adapting to changing business needs and supporting strategic projects.
In a volatile business climate, how does your HR leadership team proactively align workforce strategy with short-term pivots and long-term vision?
In a volatile business climate, Siemens’ HR leadership team proactively aligns workforce strategy with both short-term pivots and long-term vision by adopting a flexible and adaptive approach. We continuously monitor market trends and business needs, using data analytics to inform strategic decisions. Our P&O Strategy outlines a clear roadmap for transforming the P&O function into a data-driven organisation, co-owning Siemens’ transformation and connecting the dots between business objectives and workforce capabilities. By fostering a culture of agility and resilience, P&O ensures that we can quickly respond to short-term challenges while maintaining a focus on long-term goals. This proactive approach enables Siemens to navigate uncertainties and drive sustainable growth.
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