The Era of Personalisation: Customising the Employee Experience at SAP India

By Billy Elliot, Regional Director for APAC, Top Employers Institute 

Today’s workplace culture is in the midst of an unparalleled era of personalised experiences. Employees, similar to customers, desire treatment that caters to their individual needs and preferences. This change has propelled employers to shift from a people-centric approach towards a more person-centric one. Undoubtedly, the pandemic profoundly impacted reshaping expectations, with many people reevaluating their priorities.  

Data from the 2023 Top Employers Institute Certification Programme shows a striking trend among the over 2 000 certified companies across 121 countries. Remarkably, 74% have updated their employee journeys to accommodate remote work dynamics—a 6% increase from the previous year. The Asia-Pacific (APAC) region is the most advanced in this regard, with 66% of Certified Top Employers having successfully implemented formal remote work options. 

As part of the 2023 Top Employers Inspire event, I had the pleasure of hosting a presentation about this topic by Rashmi Raghuraja, Senior HRBP Consultant/PMO to the Head of HR at SAP Labs India. SAP India stands out as a leader in creating tailored employee experiences. Rashmi shared how the company addresses its workforce’s personal needs to enhance the end-to-end employee experience.  

Read More: David Plink on Innovation & Leadership in a Rapidly Evolving World of Work  

The People Experience  

SAP India’s People Experience Programme was created “so we have an inclusive environment where people can be who they are. They don’t have to pretend or leave parts of themselves at home,” Rashmi explained. The programme has five foundational pillars to support that mission:   

1. Pride: Fostering a sense of pride among employees, both in their association with the company and in their contributions to its success.  
2. Purpose: Employees are encouraged to make connections between their daily tasks and the overarching company mission.  
3. Innovation: Sustaining innovation through providing resources and platform tools employees can use to create and collaborate. 
4. Appreciation: Each individual’s contributions are recognised as valuable to the company’s success.  
5. Care: Genuine care and respect for employees is consistently demonstrated, bolstering a sense of belonging and support.  

 Read More: Case Study | JTI’s Candidate Survey 

Pledge to Flex 

Providing autonomy over individual work schedules and habits was a priority as the company assessed its employee journey. “We have a real commitment to offering a flexible and trust-based work schedule,” said Rashmi. Feedback indicates they have successfully done so. The 2023 SAP Future of Work Trend report revealed a whopping 77% of SAP employees feel empowered to determine when and where they perform their tasks.  

They achieved such a high level of success by forming a group of employees to facilitate the transition, the Change Ambassadors Community. This group functioned as a guiding force, coaching managers and teams as they navigated the shift towards flexible work arrangements. Rashmi described the HR team’s thought process, “We realised early on that this is going to be a journey of not just a few weeks or months. It’s going to take years. We wanted to bring our employees along on the journey and have a bottom-up approach.” Pilot programmes and continuous feedback loops kept stakeholders engaged and enabled adjustments.  

Read More: Personalisation in 2023: How the Employee Experience Will Be Impacted by Increasing Personalisation at Work across Asia-Pacific 

People Unplugged 

Establishing a foundation of transparency and understanding within the company’s workforce was the motivation behind the People Unplugged Programme. Rashmi elaborated on this mission, “We wanted to have authentic conversations with leaders and offer a platform to debate, ideate, and collect feedback.” The first initiative was a six-part conversation series that engaged employees with company leaders.  

All employees were invited to participate in these conversations featuring sensitive topics like performance management. Strikingly, 4,000 employees across India participated. These sessions were an opportunity to engage in genuine discourse to shed light on why the organisation did certain things and potentially pave the way towards something new. Ultimately, this series underscored SAP India’s commitment to creating a workplace culture that values open dialogue, mutual respect, and collective growth.  

Download Now: Inspiring HR Practices from Asia-Pacific’s Top Employers 

Career Canvas 

In the wake of transitioning back to business as usual after the pandemic, the need to assist employees with the adjustment became evident. “One of the things we heard often was that people were feeling lost as they came back. They knew about different programmes, platforms, and tools but not how to find them,” Rashmi explained.  

To address this concern, a series of brainstorming sessions were organised. These sessions included employees representing a variety of roles and career stages. The primary objective was to understand any gaps in support and identify what resources might be helpful.  

Through this process, recurring themes were identified and served as focal points for taking action. As a result, two programmes were created: 

1. The Inspire Talk Series is a forum for insightful discussions,  
2. The Career Mentoring Programme supports individuals feeling indecisive about their career path.  

To conclude the presentation, Rashmi emphasised that SAP India focuses on providing their employees with the best possible workplace. She quoted author Jacob Morgan’s book The Employee Experience Advantage to emphasise her point, “In a world where money is no longer the primary motivating factor for employees, focusing on the employee experience is the most promising competitive advantage that organisations can create.”  

Check out Rashmi’s full presentation to hear more about SAP India’s innovative programmes and the organisation’s plans for new initiatives in the near future.  

T-shaped Skills: A Simple Approach with Big Results with Boehringer Ingelheim

How T-shaped skills can bring clarity, alignment, and focus to employees and the employee journey. 

By Jonas van Wees, HR Auditor, Top Employers Institute 

Like many other companies, Boehringer Ingelheim, a certified Top Employer, had to expedite operational changes during the COVID-19 pandemic to meet customer needs while adhering to safety recommendations like social distancing. Face-to-face meetings were the norm in the pharmaceutical industry, making Boehringer Ingelheim’s transition to remote meetings a significant adjustment. However, maintaining the highest level of service remained a top priority. “As a business we sat down and asked how can we support our customers and patients in the best way possible? That is when we really sped up the T-shape initiative,” Helen Doeswijk-Lindley, People Growth Manager for Boehringer Ingelheim, explained.  

Helen and I discussed how a T-shaped approach enhanced company operations and benefited employees as part of our conversation during the 2022 Top Employers Institute Best Practices Week. In this article, I want to share the wealth of insights we discussed, highlighting how this approach not only enhanced overall efficiency but also empowered employees to recognise and voice their needs effectively. 

What is a T-shaped Approach?  

The T-shape is a symbol that illustrates an individual’s strengths. The vertical line represents expertise and knowledge in a specific field, while the horizontal line represents cross-discipline competencies and the ability to collaborate effectively with professionals from various industries or roles. Helen simplified this concept, stating for employees, “The T-shape allows you to understand what general skills you need, the horizontal line, and what you need to be an expert in, the vertical line.”  

Boehringer Ingelheim began implementing T-shaped job descriptions with the customer-facing teams. Helen explained that the first step was for everyone to individually consider the skills and competencies required for a specific role. After comparing notes, they compiled a list of thirty-four competencies. Helen described what happened next to narrow down the list, “We really got crisp. What are we asking our team to do? Where does responsibility start with one team member or one job role and where does it end? We really defined the skills for each role.” They arrived at a final set of fourteen competencies, nine general skills and five unique skills, that everyone agreed fit the respective role. 

Their process of individual and team workshops was used throughout the organisation to define roles using the T-shaped approach and followed these general steps:  

• Employees individually consider the required skills and competencies for specific roles, 
• Teams gather and discuss the skills and competencies each person identified, and 
• Teams collaboratively narrow down the identified skills and competencies to one list.  

Helen shared that they were pleasantly surprised by this approach’s far-reaching impacts, “What actually came out of those workshops is that we could take the T-shape and really start looking holistically at what we were offering to our employees – all the way from providing a clear job description to assisting with career progression planning to helping us recruit talent.”  

Benefits of the T-shaped Approach 

The T-shaped approach offers numerous benefits to both employees and the company. Employees are better able to engage in self-reflection with a T-shaped job description. They can evaluate their competencies and have meaningful conversations with their managers about growth opportunities. Helen elaborated on this benefit, “I can say from [the] feedback I’ve received that the T-shape has given employees clarity. It’s also given them a voice to express where they need support to do their job effectively, whether that’s from an educational standpoint or from a process standpoint.”  

Furthermore, the T-shape creates a shared understanding of skills and competencies across the company. Helen explained how this clarity led to the restructuring of various roles, “We actually started to change key processes. We didn’t want certain roles to have to do certain things anymore because it was slowing them down.” To support these changes, Helen developed skills-based training tailored for the newly defined roles, which enhanced operations and better-equipped employees for career advancement.   

A T-shaped skills approach is a powerful tool for self-reflection. As our conversation concluded, Helen challenged the audience, “Create a T-shape for your role. Review your job description and ask yourself: Is my role the same today as when I started in terms of the required skills? What is needed for the future? The T-shape is a straightforward way to look at your general skills and expertise and identify opportunities for growth.”  

Whether utilised by individuals or organisations, investing in T-shaped skills brings clarity and focus to future development. This approach enhances efficiency and facilitates meaningful discussions, ultimately driving progress.  

Unleashing The Power of Employee Networks: Insights from Tata Consultancy Services UK & Ireland

By Claire Matthews, Global Account Manager, Top Employers Institute

As part of the 2022 Top Employers Institute’s Best Practices Week, I had the privilege of discussing employee networks with Anshoo Kapoor, Head Recruiter, and Ieva Jankelaityte, Diversity, Equity & Inclusion Lead at Tata Consultancy Services UK & Ireland (TCS), a certified Top Employer.

Recognising the often untapped potential of employee networks, TCS made a strategic decision to establish formal networks. The goal was to facilitate connections between employees and leverage the collective resources of these groups. By nurturing existing relationships, TCS aimed to harness their positive influence within the company, the community, and the lives of the individuals involved.

Here are some of the key insights shared during our engaging conversation.

The Power of Employee Networks

We started by discussing TCS’s motivation to bring all the employee networks under one umbrella and create the Networks of Networks. Anshoo explained, “Employee networks are nothing new. We all have them. What we’re really trying to do is create exponential value.” She explained that by formally bringing employee networks together they could learn from each other, pool resources, and have a significant collective impact on the company.

At TCS, each network has defined roles to provide structure: a business sponsor, network chair, and council members. The business sponsor offers strategic guidance and advocates for the network’s initiatives. Network chairs oversee the agenda, often driven by their passion for a specific cause. These positions rotate every couple of years to help foster fresh perspectives and broaden participation. The council serves as a crucial bridge, bringing together business and employee networks. Each business unit nominates a senior leader to join the council, enabling seamless communication between the networks and various company departments.

Collaboration between the networks and the company at large extends beyond the council. “Two-way communication is very important with employee networks,” Ieva explained, “For our decision-making process – whether it’s policies or practices – we come to our employee networks and ask for their feedback. Sometimes the networks even approach us asking if certain practices can be reviewed.” This approach ensures that TCS benefits from the valuable insights and perspectives of its employee networks, cultivating a culture of continuous improvement.

Read More: Best Practice | Count Me In: Diversity & Inclusion at Mitie

Building Bridges for Inclusion

Employee networks are employee-driven, and participation is voluntary. As the programme has grown, they have discovered alignment between the networks’ goals and those of the company. Ieva described this shared mission: “With the help of our employee networks, we are trying to empower our network members to use their influence for inclusion without exception because that is essentially what we are striving for. We want to create an environment where everyone can thrive and be their full authentic selves.”

In collaboration with employees, eleven distinct networks were established, each addressing specific areas of diversity and inclusion. The networks are:

• The Hive Gender Diversity,
• QOLORS – LGBTQ+ & Allies,
• Enable,
• Culture Ambassadors,
• Workplace Parents,
• TCS Minds & Mental Health First Aiders,
• Learning Influencers, SME & Faculty Network,
• Maitree & Community Champions,
• UNO Parenting Club,
• BRIDGE, &
• Arise.

They are bringing all these groups under the unified banner of the Networks of Networks to foster allyship. Additionally, by centralising these networks, new joiners gain valuable insights into the level and nature of engagement within each group. Moreover, individuals who identify with multiple employee networks can remain connected to all groups even if they lack the time to participate in more than one.

Realising Untapped Potential

TCS greatly emphasises on cultivating a diverse workforce encompassing various backgrounds and life experiences. The recruitment process is the foundation of an individual’s relationship with the company; therefore, ensuring inclusivity from the very beginning is crucial. Anshoo elaborates, “I can say we have been on our toes trying to get the best people in. There are a lot of untapped talent pools, and the employee networks are a great reminder to ensure we are inclusive, making reasonable adjustments to ensure people of different backgrounds can come into the workforce and have the opportunity to blossom and grow.”

Employee networks serve as a critical asset in promoting diversity and helping employees feel valued and accepted. In addition to tapping into employee networks, TCS recognises the significance of considering key people segments during recruitment. Each position is carefully evaluated with these segments in mind to ensure that potential candidates from these groups are given equal consideration. The people segments TCS identified are:

• Gender diversity,
• LGBTQ+
• Culture, race, & ethnicity,
• Veterans
• Disability, neurodiversity, & mental health, &
• Generations/age diversity.

Through establishing the Network of Networks, TCS has successfully strengthened its commitment to creating a diverse and inclusive environment. This initiative has not only contributed to the company’s mission but has also significantly enhanced employee satisfaction. A recent survey among network participants revealed that an overwhelming 95% of respondents acknowledged the employee network’s positive impact on their professional success.

Read More: Making an Impact: GroupM’s DEI Sponsorship Programme

Empowering Individual’s Growth & Transformation



In the rapidly evolving landscape of education and professional development, traditional learning methods, jargon, and frameworks are giving way to a new era of sophisticated and personalised learning fueled by cutting-edge technology. This seismic shift has ushered in an unprecedented level of personalisation in the learning experiences of individuals, particularly in the corporate world. Employees now expect to be treated as “internal” customers, and employers are increasingly prioritising a “person-centric” approach that profoundly impacts the way learning is delivered and experienced. 

In a recent LinkedIn Live Event, Dwen Hwee, HR Head, Singapore and Korea at Tata Consultancy Services and Billy Elliott, Regional Director for APAC at Top Employers Institute, discussed an outstanding best practice of how they make learning available to anyone to learn anytime, anywhere, using any content or any device. Here are some key learnings from the session:   

Read ahead to get a snapshot of some of the session’s highlights; fill in the form to get the recording of the webinar to watch whenever you have a moment.   

TCS’s Culture of Learning and Democratizing Skills 

TCS, a renowned global leader in IT services and consulting, has fostered a culture of learning by creating a comprehensive learning ecosystem. This ecosystem encourages employees to take charge of their careers and focuses on people, purpose, and the democratisation of talent and skills within the organisation. TCS offers a range of learning formats, including self-paced learning, virtual classes, game-based learning, and more, supported by partnerships with external training providers. 

Building a Robust Learning Ecosystem: Addressing Digital Demands and Driving Business Success 

TCS recognised the need to develop a comprehensive learning ecosystem to address the evolving demands of digital technology and ensure the continuous growth and development of its employees. Several factors contributed to the development of this learning ecosystem, including: 

• The need to have Talent Fungibility as a strategic value 
• Learning as a driver of business success 
• The need for the organisation and employees to have relevant skills  
• The Digital Transformation Wave and remain innovative 

To build a learning culture within TCS, which translates to purpose-led talent development, they developed it across five pillars:  

1. Providing training opportunities – Linking learning with career and rewards 

1. Being a partner function – Fueling business growth by being a part of business strategy & operations 

1. Onboarding more training partners – Creating innovative & seamless learning ecosystems 

1. Provisioning learning content – Building agility and hunger to learn and unlearn 

1. Conducting technology or leadership programs – Nurturing growth & transformation mindset while focusing on cost & efficiency 

TCS has developed various initiatives to support these pillars:   

• Talent Development Digital Ecosystem – TCS developed a talent development digital ecosystem anchored in their HR and resourcing teams. They engage, retain, and develop employees across the globe, aligning closely with the business to support its growth. The ecosystem includes the iEvolve learning and competency management system, which offers a diverse range of learning formats and proficiency levels. The iEvolve system serves as a one-stop-shop for employees to access training and certification records, whether internal or external. Various learning formats are on the platform, including in-person workshops, hackathons, self-learning and Gamification. As an example, under the digital ecosystem, TCS uses a virtual iQclass, where employees can learn from other employees overseas in a live session. The digital learning ecosystem enables TCS’s 5As of learning – which is for Anyone to learn Anytime, Anywhere, using Any content delivered on Any device.  
• The T-Factor – using an in-house built Algorithm using AI, provides a measure of relevant skills for all TCS employees. TCS employs a unique approach called the T-factor to cater to employees at different experience levels. This approach encourages employees to develop expertise in multiple digital technology skills while also excelling in one or a few specific areas. The T-factor was introduced to anticipate the increasing demand for digital technology skills, and it ensures that employees are prepared and trained to apply these skills in real business contexts and support customers in transforming their businesses.  

• Xcelerate  – This is TCS’s career guidance management platform designed to help employees navigate their career paths. Through Xcelerate, employees can log in and input their desired roles, preferred technologies, and a timeframe for progression. The platform then generates a personalised learning path based on the employee’s current skill sets and desired career trajectory. Xcelerate also offers interactive features such as 360-degree feedback, where colleagues and supervisors provide comments and feedback, fostering holistic development in both technical and soft skills. Employees can participate as mentors or choose mentors from a registered list. The platform provides career insights, including learning paths of employees in desired roles, competency gap analysis, and engagement indexes. Xcelerate seamlessly integrates with TCS Elevate, a talent framework comprising three pillars: Junior Talent, Mid-level Talent, and Emerging Leader and Senior Leadership paths. 

Driving Career Advancement: Transformative Benefits of TCS’s Learning Ecosystem 

Over 170 000 employees across TCS have been placed in projects across the business, which will help them reach the roles they desire in future. At TCS, their learning ecosystem results in numerous benefits for our employees. They gain a wide range of digital technology skills while specialising in specific areas, positioning themselves for career advancement. Through personalised learning paths and continuous access to training programs, they engage in ongoing learning, ensuring their skills remain relevant. Our interactive platforms, like Xcelerate, provide holistic development opportunities through 360-degree feedback and mentorship, nurturing well-rounded professionals. By actively participating in shaping their learning journeys, employees experience increased engagement, ownership, and motivation. 

The Transformative Power of Applied Artificial Intelligence

How it is Impacting Decision Making in the Workplace 

The world of work is constantly being moulded by new technologies and changing demands from employees and employers. Artificial Intelligence is one of the latest and possibly, most impactful technologies shifting the global landscape.

As AI systems become increasingly more common in production lines, offices, prediction models and workplace decisions, it is critical to explore how adopting AI will impact economic activity and professional lives. 

Defining Artificial Intelligence

You no longer need to be a data scientist to engage with complex data. The term applied AI is everywhere, and it can be easy to forget what it encompasses with all the new rhetoric we’re encountering.

As such, this article should define the term used throughout the piece. Applied AI involves all the activities that underlie AI’s operationalisation from experimentation to production, including enabling computers and computer-controlled robots to execute tasks. What is most interesting for business leaders and employees is how AI will be used at work and the impact on human labour and human workers. 

Artificial Intelligence in the Workplace 

A recent global survey by McKinsey found that more than half of the respondents were beginning to implement AI in at least one of their business units. In that same study, nearly two-thirds of respondents expected their organisations to increase investments in AI over the next few years.

Applied AI is a powerful tool for organisations to improve their business practices. One of the more apparent areas for businesses to begin integrating AI in the workplace is using it to aid decision-making. 

Applied Artificial Intelligence for Decision Making 

Organisations have largely left the decision-making to the judgement of management judgement. However, in recent years, organisations have been increasingly interested in implementing data to aid decision-making.

Still, AI allows leaders and decision-makers to reimagine how they manage processes, how to use AI for talent acquisition, and organisational structures, but how is it reshaping how organisations operate? 

Five Ways that Applied Artificial Intelligence is Reshaping Decision Making 

Enhanced Data Analysis: 

• One of the primary ways applied AI transforms decision-making is by enhancing an organisation’s data analysis capabilities. With the ever-growing data available to businesses, traditional data processing and analysis methods have become inadequate. In an earlier HR analytics article this year, we examined how organisations impacted employee experiences. Still, as we have seen, the development of AI redefine what business can do with the large amounts of data they have. 

• With human assistance, applied AI algorithms and artificial intelligence tools can swiftly analyse vast amounts of data, extracting valuable patterns, key business metrics, trends, and correlations that would be difficult or time-consuming for humans to identify. It also removes some of the natural human biases and human errors found during analyses. It empowers decision-makers with comprehensive and accurate insights, enabling them to make informed choices backed by data-driven evidence. 

Automation and Efficiency 

• Decision-making often involves repetitive tasks that consume valuable time and resources. Applied AI offers automation capabilities that streamline these processes, freeing human resources for more strategic and creative endeavours as complex data becomes easier to understand. AI-powered systems can handle routine tasks precisely and quickly, from data and information security to data collection and analysis to generate reports and recommendations. 

• AI’s big data insights improve overall efficiency and reduce the margin for human error, ensuring more reliable and consistent decision-making. It also allows human intelligence to support making decisions more efficiently as AI takes on the more mundane tasks. 

Predictive Analysis 

• Applied AI empowers decision-makers with predictive analytics, enabling them to anticipate future outcomes and make proactive decisions. By leveraging historical data and machine learning algorithms, businesses can predict employee and customer behaviour, market trends, and potential risks. This capability allows organisations to stay ahead of the curve, adapt to changing circumstances, and capitalise on emerging opportunities. Predictive analytics supported by applied AI brings a competitive advantage by reducing uncertainty and enabling agile decision-making. 

Risk Management and Compliance 

• Applied AI is also making significant strides in risk management and compliance. By analysing substantial amounts of data and identifying patterns, AI systems can flag potential risks, anomalies, or compliance violations. This proactive approach mitigates risks and ensures that organisations adhere to regulations and ethical standards. AI-powered tools can continuously monitor and assess data, providing decision-makers with real-time insights and alerts to support risk mitigation strategies. 

Personalised Decision Support 

• Every decision-maker has unique preferences, biases, and decision-making styles. Applied AI can provide personalised decision support by understanding individual patterns and adapting to specific needs. AI-powered systems can learn from previous decisions and tailor recommendations to align with the decision-makers objectives and constraints. This level of personalisation empowers individuals to make decisions that align with their strategic vision while considering a broader range of relevant factors.

Considerations Organisations Need to Make as they Implement Artificial intelligence in the Workplace 

Artificial intelligence in the workplace can provide big data insights for organisations. In contrast, the integration of artificial intelligence in decision-making processes has the potential to revolutionise how organisations operate and achieve their business objectives. Applied AI offers powerful tools and capabilities to enhance efficiency, improve accuracy, and unlock valuable insights. However, as organisations embrace this transformative technology, it is crucial to consider certain factors to ensure successful implementation and maximise the benefits. 

These considerations include, but are not limited to: 

Clearly Define Objectives 

• Before integrating applied AI into decision-making processes, organisations must clearly define their objectives, and this involves identifying the specific challenges or areas where AI can provide the most value. Whether optimising supply chain operations, improving customer experience, or enhancing risk management, organisations must align AI initiatives with their strategic goals. Defining clear objectives will enable focused implementation and ensure that AI solutions address the most critical decision-making needs. 

Ethical and Legal Considerations 

• AI applications raise important ethical and legal considerations that organisations must carefully address. Decision-makers must ensure that the data used for training AI tools and AI technologies are obtained ethically and that privacy rights and data protection regulations are respected. Additionally, organisations must consider the potential biases and unintended consequences that AI algorithms might introduce into decision-making processes. Regular monitoring and evaluation of AI systems can help identify and mitigate biases or discriminatory outcomes, ensuring fairness and transparency in decision-making. 

Human and Artificial Intelligence Collaboration 

• Applied AI is not meant to replace human decision-makers but augment their capabilities. Organisations should establish a framework for effective human-AI collaboration to leverage both strengths. It is essential to foster an organisational culture that encourages employees to embrace AI as a valuable tool and provides the necessary training to understand and work alongside AI systems. Clear communication channels and well-defined roles between humans and AI will enable seamless collaboration and ensure that AI-driven insights are effectively integrated into decision-making. 

Continuous Monitoring and Evaluation 

• Integrating applied AI in decision-making is an ongoing process that requires continuous monitoring and evaluation. Organisations should establish mechanisms to assess the performance and effectiveness of AI systems regularly. This involves monitoring key metrics, evaluating the impact of AI-driven decisions, and gathering user feedback. Continuous improvement and adaptation based on real-world feedback will help refine AI models and generative AI tools to enhance decision-making outcomes and uncover opportunities for further optimisation. 

Scalability and Flexibility 

• Organisations should consider the scalability and flexibility of AI solutions when incorporating them into decision-making processes. As the needs of the business evolve, the applied AI infrastructure should be able to adapt and accommodate new requirements. One example may involve selecting AI technologies that can easily integrate with existing systems or investing in scalable cloud-based solutions. 

Final Thoughts 

Applied artificial intelligence is revolutionising decision-making in the workplace by augmenting human capabilities, enhancing data analysis, enabling predictive analytics, streamlining processes, and offering personalised support. In addition, artificial intelligence in the workplace can be used to turn complex data into something that a larger group of people can understand. 

The implementation of artificial intelligence does not mean the elimination of human workers, human intelligence, or human creativity. On the contrary, if used correctly, artificial intelligence should provide valuable insights, minimise repetitive tasks, assist in an employee’s personal development and, with evidence-based reasoning uncovered, make work more efficient. As a result, organisations that carefully embrace AI tools have the opportunity to create a new modern workforce without making employees fearful of machine learning causing job losses. 

Key Takeaways: Embedding Systemic Inclusion with Tata Consultancy Services

Virtual Fireside Chat with Preeti D’Mello, Tata Consultancy Services, and Adrian Seligman, Top Employers Institute. 

There is no diversity without inclusion. 

Inclusion is now an integral part of any organisation’s diversity offerings. Leading organisations, like certified Top Employer Tata Consultancy Services, are integrating it into their overall business strategy. Creating an inclusive workplace culture differs from simply creating a diverse company culture. An inclusive work culture allows employees to feel included irrespective of who they are or how they identify themselves. 

In this webinar, Preeti D’Mello, Global Head of Diversity, Equity & Inclusion & LeaD Academy at TCS, and Adrian Seligman, Executive Board Member at Top Employers Institute, spoke about how to adopt a holistic and systematic view of diversity, inclusion, equity and belonging to create, nurture and sustain an inclusive culture. 

Throughout the session, they touched on how organisations, and their HR leaders, can build their capacity for emotional intelligence, embodied self-awareness, compassion and sensitivity. While also touching on how individuals can demonstrate personal impact and accountability through good actions for themselves and others. 

Read ahead to get a snapshot of some of the session’s highlights; fill in the form to get the recording of the webinar to watch whenever you have a moment. 

TCS is a large multinational organisation with around 600 000 employees; Adrian and Preeti began their conversation about inclusion by exploring how TCS sees its employees as individuals. Following that, Preeti expanded on the question by sharing some best practices from TCS:

• While the company is large, TCS manage to keep their everyday operating teams small. It allows them to operate similarly to a country with states, counties and townships. In simpler terms, they manage to organise their large employee numbers into smaller groups to keep it manageable. It also allows each group to interact within and outside of their group. 
• At TCS, they also maintain a company culture of open communication where feedback is not only encouraged but also helps to facilitate collaboration. They provide space for teams to voice their opinions openly without fear. While this is difficult, they ensure their company structure supports this culture. 
• They also know that they must keep evolving to maintain their inclusive culture. 

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How TCS’s DE&I strategy fits into their talent attraction strategy.

• When hiring and advertising open positions, they ensure clear messaging around the diverse identity groups they have in their organisations. TCS also partner with organisations that promote certain identity groups to ensure that they get the best candidates and a diverse range of candidates. 
• They use word of mouth to help find new employees as they value the opinions of their current employees and want to find new employees who will be a neat cultural fit in the organisation. They also look at the internal dynamics of their current employees to help inform recent hiring decisions.
• At TCS, they make sure that their DE&I strategy is communicated internally and externally so that you are aware of the organisation’s strategic objectives, whether you are new or old to the company. 

How TCS help, their leaders succeed in creating a culture of belonging across the organisation. 

• There is a mandate for inclusion and belonging that is now a mandate for business results. They did this when they understood that there was a clear relationship between doing the right thing and improved business results. It first began to gain momentum in the United States and then became a worldwide phenomenon. 
• They ensure that their organisation has a precise value alignment with those who work in and outside the company. It is a part of their big message that while business is about products and solutions, it is also about the quality of people a business works with. 
• To engage with their leaders, TCS started by showing them some of the positives of working within an inclusive organisation. 
• They encourage open and honest conversations with their leaders and employees to share the positives of working in a diverse and inclusive environment. 
• They foster learning about conscious and unconscious bias throughout the organisation.

The fundamental shift in their culture has come from the organisation realising that they will need to step outside of themselves and critically look at what they are doing and how they can improve that. It’s about making small steps every day to improve their culture. 

Learn more about how TCS makes their DE&I strategy work by watching the full Virtual Fireside Chat now. Fill in the form now and get your link to the session.