Head of HR at Allianz Partners

Vanitha Nitin

As a Head of HR at Allianz Partners, Vanitha Nitin acts as a liaison between management and staff, and they advise business executives on strategic planning. She is passionate about igniting the ‘Human’ value in HR across all people practices and is a champion for creating inclusive and equitable opportunities for employees. In the past, she has led and supported organizational transformation projects, new team acquisitions, business scale-up, and operational excellence and implemented people-centric organizational policies.

What are the recent trends or challenges that you are noticing in the HR industry?

The biggest challenge is to determine the ideal balance for hybrid working and how we define it. Apart from emergency services, Covid-19 taught us that most jobs might be performed remotely. As a result, employees today regard flexibility as a fundamental requirement. However, organizations also want workers to return and work together so they can understand and relate to those they are working with. It became important to strike the perfect balance that works for both the business and our employees.

The second is the dynamic state of technology. The opportunity for digitalization is really great right now, especially within the HR industry. As a result, we are continually pushed and challenged to review some of our fundamental procedures, such as how we conduct recruitment, whether we rely on sophisticated tools, and how we handle all elements of human interaction. It is important to choose the right tools and make the best possible use of them. But, do not completely eliminate human interaction because, no matter how much automation is done, humans touch is still important.

The final but most important step is to understand the entire concept of inclusion, particularly as it relates to generational diversity and small-scale cultural differences. Because when we connect with our global stakeholders, clients, consumers, and employees, they should know how well-equipped we are with our people in terms of promoting behaviors of culture and inclusiveness. Because every generation, especially the younger ones, is accustomed to a certain level of digital experience, and the way they interact with others is very different than previous generations. 

Are there any recent initiatives or projects in which you participated?

Our main focus last year was getting our company certified for a little time so that it could start working. Also, this is a test run for the company I'm now working for. And the reason I want to bring that up is that it combines with how the staff perceives the company's culture, expressing the organization's people practices, innovation, trust, how we live out our principles, etc., at the same time. Despite being a submission in the form of a document, it is nonetheless assessed by the institute. Hence, it is a project that I kind of spearheaded from France to reinforce with the management. It shows we are culturally there, and we should definitely try and endeavor for this because it helps to improve your talent branding locally.

Are there any technologies in the HR sector that you are enthusiastic about?

Amber is a tool that I really enjoy using. It's an employee engagement bot that, in essence, distributes connect links to staff members at specific milestones. Hence, companies get to define these milestones; they may be their one-month, six-month, or at the time of a change in their personal circumstances. It is more like an engagement survey that is highly personalized for each person and isn't distributed to the entire business at once before you have an opportunity to act. Knowing how well people are involved with the business, their degree of connection, the areas where they are unhappy, and how this benefits the human resources department are all examples of analytics. I believe it's an excellent instrument to break down and understand the core of the issue, as well as to reach a far bigger audience than someone who would have to start from zero.

Second, I believe there are many talent evaluation tools available on the market that assist in removing the entire human interface surrounding screening. These are highly intelligent programs that screen profiles and then send suitable profiles your way. It has undoubtedly improved the company's hiring efforts.

What is your advice for other senior leaders and CXOs working in the HR sector?

I will only advise being genuine and true to who you are. The reason is our experiences over the years that have helped us to define and mold who we are. Although we have tools, methodologies, book knowledge, and replicable models, our unique personalities and life experiences are what make us the most useful. 

The second is that HR must take the initiative to work directly with business leaders, understanding questions and challenging goals and also allowing the organization to move forward proactively rather than acting as a mere indicator. I believe it gives HR its true strength and energy.